000			02096naa a2200289uu 4500
001			2032314213141
003			OSt
005			20210824062542.0
008			120323s2010 xx ||||gr |0|| 0 eng d
100	1		_aHELMUTH, Utz _946499
245	1	0	_aBetter performance with performance budgeting? Analyzing cases of success and failure in public administrations
260			_aPhiladelphia : _bRoutledge, _cdec. 2010
520	3		_aThe introduction of performance budgeting has substantially changed the working environment of public managers. Changes include a shift from input to outcome orientation as well as more freedom to manage. However, current public management theories are unable to explain why performance budgeting sometimes fails. This article proposes a causal model that integrates three contextual factors and two individual factors in order to explain the diverse results. The model is tested with cases generated from interviews with Swiss public managers. The compiled data suggests that the type of tasks in a department as an antecedent variable and the perceived freedom of public managers have a dominating influence on the perceived reform outcome. Other factors, such as the behavior of the legislature, the project management and the prior career of managers, tend to be less important. These results contribute to the scientific discourse about success factors for performance budgeting in public administrations
650		4	_912165 _a Orçamento Público
650		4	_aIndicador de Desempenho _914201
650		4	_aAvaliação de Desempenho _912937
650		4	_aTécnica Administrativa _912835
650		4	_aModelo de Gestão _912032
650		4	_aSuíça _913722
773	0	8	_tInternational Public Management Journal _g13, 4, p. 408-428 _dPhiladelphia : Routledge, dec. 2010 _xISSN 10967494 _w
856	4	2	_uObra disponível em meio impresso e eletrônico _yAcesso
856	4	2	_uhttp://www.tandfonline.com/doi/pdf/10.1080/10967494.2010.524833 _yAcesso
942			_cS
998			_a20120323 _b1421^b _cGeisneer
998			_a20120404 _b1740^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c41853 _d41853
041			_aeng