Controllership in the public sector
Bibliographic Data
| ID | 11680948 |
|---|---|
| Authors | Fred Thompson (Willamette University, corresponding author), L R Jones (0000-0002-9563-6612, Jones College) |
| Year | 1986 |
| Volume | 5 |
| Issue | 3 |
| Pages | 547-571 |
| Publication date | 1986-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Policy Analysis and Management (JOURNAL) |
| Journal identifiers | ISSN: 0276-8739 • E-ISSN: 1520-6688 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/pam.4050050309 |
| PMID | 10276865 |
| OpenAlex | W3123419684 |
| Language | EN |
| Citations received | 7 |
Ineffective or incompetent controllership is, perhaps, the most common managerial failure found in the public sector. This failure affects outcomes and achievements in every area of public policy--often profoundly. Controllers design and operate management control systems. The effectiveness of alternative control system designs depends upon the cost and production behavior of the good or service in question. But control strategies are seldom consciously or effectively matched to circumstances. As a consequence, public programs are too often simultaneously overcontrolled and out of control
Business · Control (management · Economics · Economy · Management · Microeconomics · Operations management · Political science · Production (economics · Public economics · Public relations · Public sector · Public service · Public Policy and Administration Research
| Unique citing works | 7 |
|---|---|
| Citations per year | 0,18 |
| Citation span | 1988 - 2006 (19) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 7 |