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Knowing and doing: the value of intelligent application in local government improvement

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  • Alan Boyd
  • Adrian Nelson

Abstract

Little is known about what distinguishes managerial thought and practice in successful councils, as opposed to poorly-performing or failing organizations. Managers in high-performing councils in England were interviewed about their improvement practices. Their responses highlighted the importance of an in-depth understanding of customers, staff and the organizational environment; coupled with an inspiring vision of a better future. A commitment to learning was fundamental, forming the basis for an ‘intelligent application’ model of the improvement process.

Suggested Citation

  • Alan Boyd & Adrian Nelson, 2011. "Knowing and doing: the value of intelligent application in local government improvement," Public Money & Management, Taylor & Francis Journals, vol. 31(4), pages 249-256, July.
    • Handle: RePEc:taf:pubmmg:v:31:y:2011:i:4:p:249-256
    DOI: 10.1080/09540962.2011.586230
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    References listed on IDEAS

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    1. Martin Broad & Andrew Goddard & Larissa Von Alberti, 2007. "Performance, Strategy and Accounting in Local Government and Higher Education in the UK," Public Money & Management, Taylor & Francis Journals, vol. 27(2), pages 119-126, April.
    2. James Downe & Jean Hartley & Lyndsay Rashman, 2004. "Evaluating the extent of inter-organizational learning and change in local authorities through the english beacon council scheme," Public Management Review, Taylor & Francis Journals, vol. 6(4), pages 531-554, December.
    3. Paul M. Collier, 2006. "Policing and the Intelligent Application of Knowledge," Public Money & Management, Taylor & Francis Journals, vol. 26(2), pages 109-116, April.
    4. Paul Higgins & Philip James & Ian Roper, 2004. "Best Value: Is It Delivering?," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 251-258, August.
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