Access the full text.
Sign up today, get DeepDyve free for 14 days.
R. Friedland (1991)
Bringing Society Back In : Symbols, Practices, and Institutional Contradictions
L. Ferry, H. Coombs, P. Eckersley (2017)
Budgetary Stewardship, Innovation and Working Culture: Identifying the Missing Ingredient in English and Welsh Local Authorities’ Recipes for Austerity ManagementBehavioral & Experimental Economics eJournal
Renate Meyer, G. Hammerschmid (2006)
Public Management Reform: An Identity ProjectPublic Policy and Administration, 21
D. Muzio, David Brock, R. Suddaby (2013)
Professions and Institutional Change: Towards an Institutionalist Sociology of the ProfessionsManagement of Innovation eJournal
G. Boyne, A. Chen (2006)
Performance Targets and Public Service ImprovementJournal of Public Administration Research and Theory, 17
Ben Lockwood, F. Porcelli (2011)
Incentive Schemes for Local Government: Theory and Evidence from Comprehensive Performance Assessment in EnglandERN: Structure
R. Agranoff (2006)
Inside Collaborative Networks: Ten Lessons for Public ManagersPublic Administration Review, 66
Anna Thomasson, G. Grossi, Christoph Reichard, Jarmo Vakkuri (2017)
Performance measurement of hybrid organizations - emerging issues and future research perspectivesPublic Money & Management, 37
Á. Saz-Carranza, F. Longo (2012)
Managing Competing Institutional Logics in Public–Private Joint VenturesPublic Management Review, 14
Mark McAteer, A. Stephens (2013)
New development: The role of benchmarking in supporting improvement in local government— Scottish and Welsh practitioners' perspectivesPublic Money & Management, 33
Arend Lijphart (1971)
Comparative Politics and the Comparative MethodAmerican Political Science Review, 65
(2015)
Coping with the cuts: lessons from English councils’ responses to budget reductions. Report for the Public Policy Institute for Wales
P. Jas, C. Skelcher (2014)
Different Regulatory Regimes in Different Parts of the UK? A Comparison of Narrative and Practice in Relation to Poor Performance in Local GovernmentLocal Government Studies, 40
H. Coombs, J. Edwards (1995)
The financial reporting practices of British municipal corporations 1835-1933: A study in accounting innovationAccounting and Business Research, 25
K. Thurmaier, Curtis Wood (2002)
Interlocal Agreements as Overlapping Social Networks: Picket–Fence Regionalism in Metropolitan Kansas CityPublic Administration Review, 62
G. Boyne (2010)
Public Management and Performance: Performance management: does it work?
Myeong-gu Seo (2002)
Institutional Contradictions, Praxis, and Institutional Change: A Dialectical PerspectiveAcademy of Management Review, 27
A. Hastings, N. Bailey, M. Gannon, Kirsten Besemer, G. Bramley (2015)
Coping with the Cuts? The Management of the Worst Financial Settlement in Living MemoryLocal Government Studies, 41
Stephanie Grohs (2014)
Hybrid Organizations in Social Service Delivery in QuasimarketsAmerican Behavioral Scientist, 58
L. Ferry, P. Eckersley, Zamzulaila Zakaria (2014)
Accountability and Transparency in English Local Government: Moving from ‘Matching Parts’ to ‘Awkward Couple’?ERN: Structure
T. Ahrens, L. Ferry, Rihab Khalifa (2018)
The hybridising of financial and service expertise in English local authority budget control: A practice perspectiveQualitative Research in Accounting & Management, 15
W. Powell, Paul DiMaggio (1993)
The New Institutionalism in Organizational AnalysisAdministrative Science Quarterly, 38
M. Fenger, Martijn Steen, L. Torre (2014)
The responsiveness of social policies. Explaining institutional change in three policy domainsInternational Review of Administrative Sciences, 80
P. Jackson (1995)
Editorial: Performance measurementPublic Money & Management, 15
Guillaume Biot-Paquerot, J. Rossignol (2006)
PERFORMANCE MANAGEMENT IN THE PUBLIC SECTOR
S. Brittan, H. Heclo, A. Wildavsky (1975)
The Private Government of Public MoneyAmerican Political Science Review, 71
D. Argento, G. Grossi, T. Tagesson, S. Collin (2010)
The 'externalisation' of local public service delivery: experience in Italy and SwedenInternational Journal of Public Policy, 5
Local Government (Wales) Measure, Section 162
B. Simmons, F. Dobbin, G. Garrett (2006)
Introduction: The International Diffusion of LiberalismInternational Organization, 60
Paul DiMaggio, W. Powell (1983)
THE IRON CAGE REVISITED:The New Economic Sociology
Patricia Thornton (2004)
Markets from Culture: Institutional Logics and Organizational Decisions in Higher Education Publishing
C. Game (2006)
Comprehensive performance assessment in English local governmentInternational Journal of Productivity and Performance Management, 55
Liisa Kurunmäki, P. Miller (2011)
Regulatory hybrids: Partnerships, budgeting and modernising governmentManagement Accounting Research, 22
(1983)
State expansion and organizational fields. In Hall TH and Quinn RE (eds) Organizational Theory and Public Policy. Beverly Hills: Sage, pp.147–161
Anneliese Dodds (2012)
Logics, thresholds, strategic power, and the promotion of liberalisation by governments: a case study from British higher educationPublic Policy and Administration, 27
T. Reay (2005)
The Recomposition of an Organizational Field: Health Care in AlbertaOrganization Studies, 26
A. Hoffman (1999)
Institutional Evolution and Change: Environmentalism and the U.S. Chemical IndustryAcademy of Management Journal, 42
John Meyer, Brian Rowan (1977)
Institutionalized Organizations: Formal Structure as Myth and CeremonyAmerican Journal of Sociology, 83
S. Pillay, P. Reddy, Damian Morgan (2017)
Institutional isomorphism and whistle-blowing intentions in public sector institutionsPublic Management Review, 19
C. Dunlop, C. Radaelli (2013)
Systematising Policy Learning: From Monolith to DimensionsPolitical Studies, 61
Available at: www.legislation.gov.uk/ukpga/1999/27/section/3
A. Hoffman (2017)
Institutional Evolution and Change: Environmentalism and the US Chemical IndustrySocial Science Research Network
R. Walker, G. Boyne, Gene Brewer (2012)
Public Management and Performance: Research Directions
T. Ahrens, L. Ferry (2016)
Institutional Entrepreneurship, Practice Memory, and Cultural Memory: Choice and Creativity in the Pursuit of Endogenous Change of Local Authority BudgetingManagement Accounting Research, 38
Steve Martin, T. Entwistle, G. Enticott (2005)
Local Government Studies
Patricia Thornton, W. Ocasio (1999)
Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 19901American Journal of Sociology, 105
S. Leach, C. Copus (2004)
Scrutiny and the Political Party Group in UK Local Government: New Models of BehaviourPublic Administration, 82
R. Greenwood, R. Suddaby (2006)
Institutional Entrepreneurship in Mature Fields: The Big Five Accounting FirmsAcademy of Management Journal, 49
Aubépine Dahan (2015)
Professional values and organizational change dynamics: the case of the reform of doctoral training in FranceInternational Review of Administrative Sciences, 81
Available at www.nao.org.uk/report/financial-sustainability-of-local-authorities
D. Mullins (2006)
Competing Institutional Logics? Local Accountability and Scale and Efficiency in an Expanding Non-Profit Housing SectorPublic Policy and Administration, 21
J. McEldowney (2003)
Public Management Reform and Administrative Law in Local Public Service in the UkInternational Review of Administrative Sciences, 69
S. Martin, James Downe, C. Grace, S. Nutley (2013)
New development: All change? Performance assessment regimes in UK local governmentPublic Money & Management, 33
Patricia Thornton, Candace Jones, Kenneth Kury (2005)
Institutional Logics and Institutional Change in Organizations: Transformation in Accounting, Architecture, and Publishing, 23
F. Gilardi (2016)
Four Ways We Can Improve Policy Diffusion ResearchState Politics & Policy Quarterly, 16
Zachary Mohr (2016)
Performance Measurement and Cost Accounting: Are They Complementary or Competing Systems of Control?Public Administration Review, 76
C. Skelcher, S. Smith (2014)
THEORIZING HYBRIDITY: INSTITUTIONAL LOGICS, COMPLEX ORGANIZATIONS, AND ACTOR IDENTITIES: THE CASE OF NONPROFITSPublic Administration, 93
(2013)
Public services reform: timeline of local government developments. National Assembly for Wales
S. Osborne (2017)
Public management research over the decades: what are we writing about?Public Management Review, 19
E. Rogers (1964)
Diffusion of innovationsEncyclopedia of Sport Management
This article introduces and applies a three-stage process to show how advocates of the conflicting institutional logics of budgetary stewardship and performance improvement in English and Welsh local authorities created a hybrid logic. Drawing on interviews with officers in 25 councils, it demonstrates how cooperative working environments meant that hybridization proceeded largely ‘peacefully’, in contrast to previous studies of more competitive contexts that found it occurs on a ‘battlefield’. We argue that the nature of conflict within the hybridization process, along with the power dynamics between representatives of different logics, shapes the nature and sustainability of the resulting hybrid.
Public Policy and Administration – SAGE
Published: Jan 1, 2020
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.