000			01322pab a2200169 454500
008			180718b2011 xxu||||| |||| 00| 0 eng d
100			_aWalker, Richard M. et al
245			_aMarket orientation and public service performance: New public management gone mad?
260			_c2011
300			_ap.707-717.
362			_aSep-Oct
520			_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.
650			_aPublic administration
773			_aPublic Administration Review
908			_aN
909			_a93409
999			_c93409 _d93409