Abstract
In the slipstream of NPM, public organizations worldwide have had to increase their financial performance by adopting management practices. Nonetheless, financial performance (FP) might be mostly predicted by contingencies that are not within direct managerial control. Drawing on evidence from 308 Flemish municipalities, this article shows that organizational and environmental contingencies affect FP, but a significant amount of variation in FP is unexplained—indicating that management could well matter.
| Original language | English |
|---|---|
| Pages (from-to) | 70-73 |
| Journal | Public Money and Management |
| Volume | 39 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 2 Jan 2019 |
| Externally published | Yes |
Bibliographical note
Publication details (e.g. title, author(s), publication statuses and dates) are captured on an “AS IS” and “AS AVAILABLE” basis at the time of record harvesting from the data source. Suggestions for further amendments or supplementary information can be sent to [email protected].Research Keywords
- Contingency theory
- local government
- municipalities
- New Public Management
- public service performance
Publisher's Copyright Statement
- This full text is made available under CC-BY-NC-ND 4.0. https://creativecommons.org/licenses/by-nc-nd/4.0/
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