01438pab a2200181 454500008004000000100002900040245008700069260000900156300001500165362001200180520086800192650002601060773003301086908000601119909001001125999001701135952010401152180718b2011   xxu||||| |||| 00| 0 eng d  aWalker, Richard M. et al  aMarket orientation and public service performance: New public management gone mad?  c2011  ap.707-717.  aSep-Oct  aThe backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the wantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible. The conclusion discusses important implications of these findings for research, policy, and practice. - Reproduced.  aPublic administration  aPublic Administration Review  aN  a93409  c93409d93409  00104070aIIPAbIIPAd2018-07-19hVolume no: 71, Issue no: 5pAR93869r2018-07-19w2018-07-19yAR