Market Orientation and Public Service Performance : New Public Management Gone Mad?

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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Original languageEnglish
Pages (from-to)707-717
Journal / PublicationPublic Administration Review
Volume71
Issue number5
Publication statusPublished - Sep 2011

Abstract

The backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice. © 2011 The American Society for Public Administration.

Citation Format(s)

Market Orientation and Public Service Performance : New Public Management Gone Mad? / Walker, Richard M.; Brewer, Gene A.; Boyne, George A.; Avellaneda, Claudia N.

In: Public Administration Review, Vol. 71, No. 5, 09.2011, p. 707-717.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review