Please use this identifier to cite or link to this item: 192.168.6.56/handle/123456789/38478
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dc.contributor.authorRobert, Agranoff-
dc.date.accessioned2019-01-29T09:10:46Z-
dc.date.accessioned2020-05-06T19:50:28Z-
dc.date.accessioned2020-05-10T17:52:37Z-
dc.date.available2019-01-29T09:10:46Z-
dc.date.available2020-05-06T19:50:28Z-
dc.date.available2020-05-10T17:52:37Z-
dc.date.issued2006-
dc.identifier.isbn978-1-58901-091-8-
dc.identifier.urihttp://196.189.45.87:8080/handle/123456789/38478-
dc.descriptionI’ve published several articles on aspects of this world that served as the backdrop to this book. Some of my observations about performance have been welcomed by individuals both inside and outside organizations who have found the requirements onerous and unproductive. Others have viewed my perspective as heretical and the work of an apologist for the status quo. I assume that similar reactions will be elicited by this volume. But it is my hope that the pages that follow will stimulate a discussion about both the opportunities and the limitations of the performance movement.en_US
dc.language.isoenen_US
dc.publisherby Georgetown University Press.en_US
dc.subjectOrganizational effectiveness—Measurementen_US
dc.titleChallanging the Perfromance Movement: Accountability, Complexity, and Democratic Valuesen_US
dc.typeBooken_US
Appears in Collections:Public Administration & Development Management

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