Government agencies can provide various benchmarks when reporting their performance to citizens, but not much is known about how citizens understand and respond to benchmarking information. Thus, this study aims to test what performance benchmarks appear most salient and persuasive to citizens....

The expectancy disconfirmation model has dominated private-sector research on customer satisfaction for several decades, yet it has not been applied to citizen satisfaction with urban services. The model views satisfaction judgments as determined-not just by product or service performance-but by...

This paper investigates the effect of urban public housing on the social capital and labor force activity of its tenants using cross-sectional survey data from the Multi-City Study of Urban Inequality (MSCUI). A structural equation model of the hypothesized direct and indirect effects of public...

Is there evidence for the emergence of 'two-track' public services, where the wealthiest, best-informed and most assertive customers get the best quality service? In this paper, we use public opinion data of citizen complaint behaviour from 2000 and 2004 towards services of general interest in...

Controlling Modern Government explores the long-term development of controls over government across five major state traditions in developed democracies – US, Japan, variants of continental-European models, a Scandinavian case and variants of the Westminster model.

Controlling Modern Government explores the long-term development of controls over government across five major state traditions in developed democracies – US, Japan, variants of continental-European models, a Scandinavian case and variants of the Westminster model.

<title/> The authors report the results of the first quantitative study of senior management turnover in English local authorities. Consistent with existing management theory, rates of executive succession were found to be higher in an adverse external environment, and where organizational performance...

<italic>When do new chief executives in the public sector make a difference to organizational performance? Theory suggests that executive succession has both adaptive and disruptive effects on public organizations, and the balance between these is likely to depend on the performance of the organization...</italic>