Forfatter

Moynihan, Donald P.

Årstall

2005

Utgiver

Public Administration Review 65(2): 203-216.

Publikasjonstype:

Tidsskriftsartikkel

Fulltekst:

http://www.blackwell-synergy.com/doi/pdf/10.1111/j.1540-6210.2005.00445.x

Omtale:

http://www.ingentaconnect.com/content/bpl/puar/2005/00000065/00000002/art00007

Antall sider:

14

Publiseringsspråk:

Engelsk

Land publikasjonen kommer fra:

USA

NSD-referanse:

2286

Disse opplysningene er sist endret:

9/7 2007

Sammendrag
All levels of government have begun to pursue results-based reforms, which assume that managers will use performance information to make better decisions. However, reforms have neglected the insights of a large and relevant literature on organizational learning. This article revisits this literature, treating results-based reform as an organizational learning mechanism and a deliberate structural effort to induce learning. From an organizational learning perspective, most results-based reforms target narrow process improvement (single-loop learning) rather than a broad understanding of policy choices and effectiveness (double-loop learning), even though the latter is more critical for long-term organizational success. Case evidence from state governments illustrates single- and double-loop learning and the importance of two frequently neglected aspects of organizational learning: learning forums—routines where performance information is deliberately examined—and the role of organizational culture in enabling or limiting learning.

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Offentlig fovaltning i tre stater i USA (Vermont, Virginia og Alabama).