000			01727naa a2200181uu 4500
001			1031415134341
003			OSt
005			20190211174637.0
008			110314s2010 xx ||||gr |0|| 0 eng d
100	1		_aVAKKURI, Jarmo _944105
245	1	0	_aStruggling with ambiguity : _bpublic managers as users of NPM-oriented management instruments
260			_aMalden : _bWiley-Blackwell, _cDecember 2010
520	3		_aImproving public sector performance involves both ‘knowing’ and ‘doing’ problems. With the emphasis on the ‘doing’ problem, this study examines public managers as users of management instruments (MI) in attempts to improve the performance of public services. The article explores uses of three MIs in Finnish local government by using the conceptual framework of ambiguity. The article demonstrates why and how the use of MIs does not always simplify the public management exercise. It may become even more ambiguous. It is important to comprehensively understand the ways in which uses and users of MIs intervene in the process of public service delivery. It is argued that understanding MI uses in public administration necessitates a more profound theoretical approach acknowledging the ways in which ‘rational intentions' for performance improvements turn into situated, boundedly rational, managerial practice. In the context of productivity programmes, such understanding is essential to researchers and practitioners of public administration
773	0	8	_tPublic Administration: an international quarterly _g88, 4, p. 999-1024 _dMalden : Wiley-Blackwell, December 2010 _xISSN 00333298 _w
942			_cS
998			_a20110314 _b1513^b _cJaqueline
998			_a20110317 _b1643^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38733 _d38733
041			_aeng