000			01657naa a2200193uu 4500
001			6710
003			OSt
005			20231124173158.0
008			020909s2005 xx ||||gr |0|| 0 eng d
100	1		_aADVANI, Asheesh _9100
245	1	0	_aManaging airports? a test of the new public management
260			_c2001
520	3		_aNew Public Management advocates privatization, competition, and managerial incentives as means to achieve the goal of improving the quality of public services. This study draws from literature on market orientation to measure the customer responsiveness of managers of both government and privately owned organizations. Using data from 201 ariports, this study examines how managerial market orientation is affected by ownership status, expected privatization, competicion,performance-related pay, managerial contracts for nonaeronautical activities, and a number of control variables. We find that market orientation is significantly higher for privately owned airports than for governamentowned airports, and that expected privatization and competition increase market orientation. Performance-related pay an management contracts are more frequently found in privately owned than publicly owned airports. We conclude with suggestions for ways to enhance this study, if it were replicated, and consider how this approach could be applied to other public services or industries undex mixed ownership
700	1		_916223 _aBorins, Sandford
773	0	8	_tInternational Public Management Journal _g4, 1, p. 91-107 _d, 2001 _w
942			_cS
998			_a20020909 _bCassio _cCassio
998			_a20060502 _b1244^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c6870 _d6870
041			_aeng