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International Journal of Public Sector Management
ISSN: 0951-3558
Online from: 1988
Subject Area: Industry and Public Sector Management
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Developing performance management in a local strategic partnership: context and issues
| Title: | Developing performance management in a local strategic partnership: context and issues |
|---|---|
| Author(s): | Brian Jacobs, (Faculty of Health, Staffordshire University, Stoke-on-Trent, UK) |
| Citation: | Brian Jacobs, (2009) "Developing performance management in a local strategic partnership: context and issues", International Journal of Public Sector Management, Vol. 22 Iss: 5, pp.432 - 444 |
| Keywords: | Partnership, Performance management, Strategic management, United Kingdom |
| Article type: | Research paper |
| DOI: | 10.1108/09513550910972518 (Permanent URL) |
| Publisher: | Emerald Group Publishing Limited |
| Acknowledgements: | The author thank Dr James Radcliffe, Dr Paul Ryan and Steven Suckling (Faculty of Health, Staffordshire University) for assistance with the 2005 fieldwork, Alan Turley (Director of Stoke-on-Trent LSP), John Massey (former Stoke-on-Trent LSP Performance Management Manager) and Laird Ryan (Corporate Policy Officer, Stoke-on-Trent City Council). The views expressed here are the author's and do not represent official policy. |
| Abstract: | Purpose – The purpose of this paper is to cover problematic issues concerning context, culture, strategy and processes affecting the development of performance management in the City of Stoke-on-Trent local strategic partnership (LSP) between 2005 and 2007. Design/methodology/approach – The author consulted LSP stakeholders and drew on selected literature on strategy and aspects of soft systems methodology (SSM). Findings – The paper enables the appreciation of performance management as involving various strategic-related business processes. The development of such processes, in response to central government, represented a rationalising and corporate approach to management. Originality/value – The paper draws upon different but complementary research approaches and provided an SSM-style conceptual model of a partnership and its focal management set within a complex context. |
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