Professor George A. Boyne. Pro Vice-Chancellor and Head of the College of Arts, Humanities and Social Sciences, Cardiff University

Transcription

1 Professor George A. Boyne Pro Vice-Chancellor and Head of the College of Arts, Humanities and Social Sciences, Cardiff University

2 ACADEMIC PUBLICATIONS Books a. Sole-Authored Constraints, Choices and Public Policies, London, JAI Press Public Choice Theory and Local Government, London, MacMillan, b. Joint Authored Evaluating Public Management Reforms: Principles and Practice, with C. Farrell, J. Law, M. Powell and R. Walker, Open University Press, Strategic Management and Public Service Performance, MacMillan, 2012, with R. Andrews, J. Law and R. Walker. c. Edited Managing Local Services: From CCT to Best Value, Ilford, Frank Cass, Public Service Performance: Perspectives on Measurement and Management Cambridge University Press, 2006, with K Meier, L. O Toole and R. Walker Public Service Improvement, Oxford University Press, 2010, with R. Ashworth and T. Entwistle. Organizing Government, Sage, 2010, with R. Ashworth. Public Management and Performance: Research Directions, Cambridge University Press, 2010, with G. Brewer and R. Walker. Articles in Refereed Journals 1. Community Models and Expenditure Skew, Public Administration, 60, 1982, The Privatisation of Public Housing, Political Quarterly, 55, 1984,

3 3. Output Disaggregation and the Quest for the Impact of Local Politics, Political Studies, 32, 1984, Changes in Labour Power On District and County Councils: Regional Patterns and Policy Consequences, Local Government Studies, 12, 1985, No. 4, Theory, Methodology and Results in Political Science: The Case of Output Studies, British Journal of Political Science, 15, 1985, Socio-Economic Conditions, Central Policies and Local Authority Staffing Levels, Public Administration, 64, 1986, Housing Administrators and Empire Building: A Test of Parkinson s Law, Public Policy and Administration, 1, 1986, Rate Reform and the Future of Local Democracy, Political Quarterly, 57, 1986, Tax Base Composition and Local Tax Policies: Exploitation on the Rates? Local Government Studies, 14, 1987, No. 1, Bureaucratic Power and Public Policies: A Test of the Rational Staff Maximisation Hypothesis, Political Studies, 35, 1987, Median Voters, Political Systems and Public Policies: An Empirical Test, Public Choice, 53, 1987, The Extent and Impact of Local Fiscal Stress, Public Policy and Administration, 3, 1988, Politics, Unemployment and Local Economic Policies, Urban Studies, 25, 1988, The Measurement of Local Authority Staffing Levels, Public Administration, 67, 1989, Local Tax Equalisation in England: An Empirical Analysis, Government and Policy, 7, 1989, Central Grants and Local Policy Variation, Public Administration, 68, 1990, Territorial Justice: A Review of Theory and Evidence, Political Geography Quarterly, 10, 1991, (With M. Powell). 18. Accountability and Local Authority Annual Reports: The Case of Welsh District Councils, Financial Accountability and Management, 7, 1991, (With J. Law). 19. Bureaucratic Power and Public Policies: A Reply to Gibson, Political Studies, 39, 1991,

4 20. Government by Grant: The Case of Housing Renovation, Public Policy and Administration, 6, 1991, 7-21 (With J Hunter and A Millington). 21. The Reform of Local Government Structure: A Critique of the Proposals for Unitary Authorities, Public Money and Management, 12, No. 4, 1992, Regional Influences on Local Policies: The Case of the Welsh Effect, Regional Studies, 26, 1992, Is There A Relationship Between Fragmentation and Local Government Costs? Urban Affairs Quarterly, 28, 1992, Local Government Structure and Performance: Lessons from America? Public Administration, 70, 1992, Central Controls and Local Autonomy: The Case of Wales, Urban Studies, 30, 1993, Territorial Justice and Thatcherism, Government and Policy, 11, 1993, (With M. Powell). 27. Bidding For Unitary Status: A Review of the Contest in Wales, Local Government Studies, 19, 1993, (with J. Law). 28. Ships in the Night: Political Parties and Local Government Reorganisation in Scotland Scottish Affairs, 9, 1994, (with G. Jordan and M. McVicar). 29. Population Size and Economies of Scale in Local Government Policy and Politics, 23, 1995, So You Think You Know What Local Government Is? Local Government Studies, 21, 1995, (with M. Cole). 31. Recurring Issues in Scottish Local Government Reform, Public Policy and Administration, 10, 1995, No. 3, 1-14 (with G. Jordan and M. McVicar). 32. Consultations, Commissions and Local Government Reform In Scotland and Wales: Is the Issue the Process or The Product? Local Government Studies, 21, 1995, (with G. Jordan and M.McVicar). 33. Competition and Local Government: A Public Choice Perspective, Urban Studies, 33, 1996, (reprinted in R. Paddison and W. Lever, eds, International Perspectives In Urban Studies, London, Wiley, 1997). 34. Evaluating the Structure of Local Government: The Importance of Tiers, Public Policy and Administration, 11, 1996, (with M. Cole). 35. Assessing Party Effects on Local Policies: A Quarter Century of Progress or Eternal Recurrence? Political Studies, 44, 1996,

5 36. Scale, Performance and Local Government Reorganisation in the Non-Metropolitan Districts, Public Money and Management, 16, No. 3, 1996, Fragmentation, Concentration and Local Government Structure: Top Tier Authorities in England and Wales, , Government and Policy, 14, (with M. Cole). 38. The Intellectual Crisis in British Public Administration: Is Public Management the Problem or the Solution? Public Administration, 74, 1996, Scale, Performance and the New Public Management: An Empirical Analysis of Local Authority Services, Journal of Management Studies, 33, Party Competition in Local Government: An Empirical Analysis of English Councils Policy and Politics, 25, 1997, (with R. Ashworth). 41. Public Choice Theory and Local Government Structure: An Evaluation of Reorganisation in Scotland and Wales Local Government Studies 23, no. 3, 1997, (reprinted in S. Leach, ed, Local Government Reorganisation London, Frank Cass, 1997). 42. Comparing the Performance of Local Authorities: An Evaluation of The Audit Commission Indicators Local Government Studies 23, no. 4, 1997, Party Competition and Local Spending Decisions British Journal of Political Science, 28, 1998, Revolution, Evolution and Local Government Structure: An Empirical Analysis of London Urban Studies, 35, 1998, (with M. Cole). 45. Public Services under New Labour: Back To Bureaucracy? Public Money and Management, 18, no. 3, 1998, The Determinants of Variations in Local Service Contracting: Garbage In, Garbage Out? Urban Affairs Review, , Competitive Tendering In Local Government: A Review of Theory and Evidence Public Administration 76, 1998, Bureaucratic Theory Meets Reality: Public Choice and Service Contracting in U.S. Local Government, Public Administration Review, 58, (winner of the DIMMOCK AWARD for the best lead article in volume 58 of the journal). 49. Human Resource Management in the Public and Private Sectors: An Empirical Comparison Public Administration, 77, 1999, (with M. Poole and G. Jenkins). 50. Processes, Performance and Best Value in Local Government Local Government Studies 25, no. 2, 1999, Best Value in Welsh Local Government: Progress and Prospects Local Government Studies 25, no.2, 1999, (with J. Gould-Williams, J. Law and R. Walker). 4

6 52. Social Housing Reforms In England and Wales: A Public Choice Evaluation Urban Studies 76, 1999, (with R. Walker). 53. Competitive Tendering and Best Value in Local Government Public Money and Management, 19, no.4, (with J. Gould Williams, J. Law and R. Walker). 54. Testing the Limits of Incrementalism: An Empirical Analysis of Expenditure Decisions By English Local Authorities, Public Administration 78, 2000, 51-74, (with R. Ashworth and M. Powell). 55. External Regulation and Best Value In Local Government Public Money and Management 20, no. 3, 2000, Planning, Performance and Public Services Public Administration, 79, 2001, Spatial Equity and Public Services: An Empirical Analysis of Local Government Finance in England Public Management, 3, 2001, (with R. Ashworth and M. Powell). 58. Environmental Change, Leadership Succession and Incrementalism in Local Government Journal of Management Studies, 38, 2001, (with R. Ashworth and M Powell). 59. The Impact of Best Value on Local Authority Performance Local Government Studies, 27, 2001, No.2, (with J. Law, J. Gould-Williams and R. Walker). 60. The Spatial Strategy of Equality and the Spatial Division of Welfare Social Policy and Administration, 35, 2001, (with M. Powell). 61. Reducing the Democratic Deficit? Devolution and the Accountability of Public Organisations in Wales Public Policy and Administration, 16, 2001, 1-17 (with R. Ashworth and R. Walker). 62. Towards a Geography of Place Poverty and People Poverty, Policy and Politics, 29, 2001, (with R. Ashworth and M Powell). 63. Public and Private Management: What s the Difference? Journal of Management Studies 39, 2002, Executive Succession and the Performance of Public Organisations Public Administration 80, 2002, (with J. Dahya). 65. Regulatory Problems in the Public Sector: Theories and Cases Policy and Politics 2002, 30, (with R. Ashworth and R. Walker). 66. Concepts and Indicators of Local Authority Performance: An Evaluation of the Statutory Frameworks in England and Wales Public Money and Management 22, No. 2, 2002,

7 67. The Evaluation of Public Service Inspection: A Theoretical Framework Urban Studies, 39, 2002, (with P. Day and R. Walker.) 68. Regulating Public Bodies: The Case of Direct Service Organizations in British Local Government Government and Policy 20, 2002, (with R. Ashworth, N. McGarvey and R. Walker). 69. Plans, Performance Information and Accountability: The Case of Best Value Public Administration, 80, 2002, (with J. Gould-Williams, J. Law and R. Walker). 70. Total Quality Management and Performance: An Evaluation of the Evidence and Lessons for the Public Sector Public Performance and Management Review 26, 2002, (with R. Walker). 71. Total Quality Management and Best Value in Local Government Public Money and Management 22, no. 3, 2002, 9-16 (with J. Gould-Williams, J. Law and R. Walker). 72. Planning and Performance in Public Organizations: An Empirical Analysis Public Management Review, 5, (with J. Gould-Williams). 73. What is Public Service Improvement? Public Administration 81, 2003, Sources of Public Service Improvement: A Critical Review and Research Agenda Journal of Public Administration Research and Theory 13, 2003, Myths, Measures and Modernisation: A Comparative Analysis of Local Authority Performance in England and Wales Local Government Studies 29, No. 4, 2003, (with R. Andrews, J. Law and R. Walker). 76. Are the Poor Different? An Empirical Analysis of the Internal Characteristics of Local Authorities in the Five CPA Groups Public Money and Management, 24, No.1, 2004, (with G. Enticott). 77. Human Resource Management in the Indian Public and Private Sectors: An Empirical Comparison, International Journal of Human Resource Management 15, 2004, (with P. Budwar). 78. Strategy Content and Public Service Organizations Journal of Public Administration Research and Theory, 14, 2004, (with R. Walker). 79. A 3Rs Strategy for Public Service Turnaround Public Money and Management, 24, No, 2, 2004, Explicit Reforms, Implicit Theories and Public Service Improvement Public Management Review, 6, 2004, (with S. Martin and R. Walker). 81. Problems of Rational Planning in Public Organizations: An Empirical Assessment of the Conventional Wisdom Administration and Society, 36, , 2004 (with J.Gould-Williams, J. Law and R. Walker). 6

8 82. Towards the Self-Evaluating Organization Public Administration Review, 64, , 2004 (with J. Gould-Williams, J. Law, R. Walker). 83. Explaining Public Service Performance: Does Management Matter? Public Policy and Administration, 19, no. 4, , Explaining the Adoption of Innovation: An Empirical Analysis of Public Management Reform Government and Policy 23, , 2005 (with J. Gould- Williams, J. Law and R. Walker). 85. Representative Bureaucracy, Organizational Strategy and Public Service Performance Journal of Public Administration Research and Theory, 15, , 2005 (with R. Andrews, K. Meier, L. O Toole and R. Walker). 86. External Constraints on Local Service Standards Public Administration 83, , 2005 (with R. Andrews, J. Law and R. Walker). 87. Where Next? Theoretical and Methodological Issues In the Study of Public Service Performance Journal of Public Administration Research and Theory 15, , 2005 (with K. Meier, L. O Toole and R. Walker). 88. Setting Outcome Targets: Lessons From Local Public Service Agreements Public Money and Management 25, no. 4, , 2005 (with J. Law). 89. Strategy Content and Organizational Performance: An Empirical Analysis Public Administration Review 66, 52-63, 2006 (with R. Andrews & R. Walker). 90. Workforce Diversity in English Local Government Policy and Politics 34, , 2006 (with R. Andrews and R. Walker). 91. Public Management Reform and Organizational Performance: An Empirical Assessment of the UK Labour Government s Public Service Improvement Strategy Journal of Policy Analysis and Management 26, , 2006 (with R. Walker). 92. Performance Failure in the Public Sector: Misfortune or Mismanagement? Public Management Review 8, , (Winner of the KOOIMAN AWARD for the best article in this volume of the journal; with R. Andrews and G. Enticott). 93. Strategies for Public Service Turnaround: Lessons from the Private Sector? Administration and Society 38, , Strategic Management and the Performance of Public Organizations: Testing Venerable Ideas Against Recent Theories Journal of Public Administration Research and Theory 17, , 2007 (with K. Meier, L. O Toole, R. Walker). 95. Networking in Comparative Context: Public Managers in the USA and the UK Public Management Review 9, , 2007 (with L. O Toole, R. Walker and K. Meier). 96. Performance Targets and Public Service Improvement Journal of Public Administration Research and Theory 17, , 2007 (with A. Chen). 7

9 97. Organizational Strategy, External Regulation and Public Service Performance Public Administration 86, , 2008 (with R. Andrews, J. Law and R. Walker). 98. Reconstructing Empirical Public Administration: Lutonism or Scientific Realism? Administration and Society, 40, , 2008 (with R. Andrews and R. Walker). 99. Organizational Environments and Public Service Failure Government and Policy 26, 2008, (with R. Andrews) Executive Succession in English Local Government Public Money and Management, 28, No. 5, 2008, (with O, James, P. John and N. Petrovsky) Environmental Turbulence, Organizational Stability and Public Service Performance Administration and Society 40, 2009, (with K. Meier) Centralization, Organizational Strategy and Public Service Performance Journal of Public Administration Research and Theory, 19, 2009, (with R. Andrews, J. Law and R. Walker) Escape from the Iron Cage? Organizational Change and Isomorphic Pressures in the Public Sector Journal of Public Administration Research and Theory, 19, 2009, (with R. Ashworth and R. Delbridge) Strategy Content, Strategy Formulation and Public Service Performance Public Management Review, 11, 2009, 1-22 (with R. Andrews, J. Law and R. Walker) Population Size and Administrative Efficiency in Local Government Urban Studies, 46, 2009, (with R. Andrews) EU Accession and Public Service Performance Policy and Politics 37, 2009, (With R. Andrews, K. Meier, L. O Toole and R. Walker) Environmental Change, Human Resources and Organizational Turnaround Journal of Management Studies 46, 2009, (with K. Meier) The Use of Multiple Informants in Public Administration Research: Data Aggregation Using Organizational Echelons Journal of Public Administration Research and Theory, 19, 2009, (With G. Enticott and R. Walker) Strategy, Structure and Process in the Public Sector: A Test of the Miles and Snow Model Public Administration, 87, 2009, (with R. Andrews, J. Law and R. Walker) Democracy and Government Performance: Holding Incumbents Accountable in English Local Governments Journal of Politics, 71, 2009, (With O. James, P. John and N. Petrovsky). 8

10 111. Does Political Change Lead to Senior Management Turnover? An Empirical Analysis of Top-tier English Local Authorities Public Administration, 88, 2010, (with O. James, P. John and N. Petrovsky) Better Public Services: The Moral Purpose of Public Management Research? Public Management Review 12, 2010, (with R. Andrews) Alignment and Results: Testing the Interaction Effects of Strategy, Structure and Environment from Miles and Snow Administration and Society, 42, 2010, (with R. Andrews, K. Meier, L. O Toole and R. Walker) Capacity, Leadership and Organizational Performance: Testing the Black Box Model of Public Management Public Administration Review 70, 2010, (with R. Andrews) Does Public Service Performance affect Top Management Turnover? Journal of Public Administration Research and Theory 20, 2010, S2, (with O. James, P. John and N. Petrovsky) Wakeup Call: Strategic Management, Network Alarms and Performance Public Administration Review, 70, 2010, (with R. Andrews, K. Meier, L. O Toole and R. Walker) Evidence-based Modelling of Strategic Fit: an Introduction to NCARBS European Journal of Operational Research 207, 2010, (with R. Andrews and M. Beynon) Assessing Organizational Performance: Exploring Differences Between Internal and External Measures International Public Management Journal, 13, 2010, (with R. Andrews, J. Moon and R. Walker) Strategic Management and Public Service Performance: The Way Ahead? Public Administration Review 70, 2010, (with R. Walker) Environmental and Organizational Determinants of External Networking American Review of Public Administration 41, 2011, (with R. Andrews, K. Meier, L. O Toole and R. Walker) Top Management Team Turnover and Public Service Performance Public Administration Review 71, 2011, (With O. James, P. John and N. Petrovsky) Dimension of Publicness and Organizational Performance Journal of Public Administration Research and Theory 21, 2011, (with R. Andrews and R. Walker) 123. The Impact of Management on Administrative and Survey Measures of Organizational Performance Public Management Review 13, 2011, (with R. Andrews and R. Walker) 9

11 124. Leadership Succession and Organizational Success: When Do New Chief Executives Make a Difference? Public Money and Management, 31, 2011, (with O. James, P. John and N. Petrovsky) Corporate Capacity and Public Service Performance Public Administration 89, 2011, (with R. Andrews) Market Orientation and Public Service Performance: New Public Management Gone Mad? Public Administration Review, 71, 2011, (with C. Avellanda, G. Brewer and R. Walker) Strategy Implementation and Public Service Performance Administration and Society, 43, 2011, (with R. Andrews, J. Law and R. Walker) Structural Change and Public Service Performance Public Administration, 90, 2012, (with R. Andrews) Vertical Strategic Alignment and Public Service Performance Public Administration 90, 2012, (with R. Andrews, K. Meier, L. O Toole and R. Walker) Overspending in Public Organizations: Does Strategic Management Matter? International Public Management Journal, 15, 2012, (with R. Andrews and R. Walker) Party Control, Party Competition and Public Service Performance British Journal of Political Science, 42, 2012, (with O. James, P. John, and N. Petrovsky) Managing Mirgration? E.U. Enlargement, Local Government Capacity and Performance in England Public Administration, 91, 2013, (with R. Andrews, K. Meier, L. O Toole and R. Walker) Organizational Collaboration in the Public Sector: Do New Chief Executives Make A Difference? Journal of Public Administration Research and Theory, 23, 2013, (with M. Esteve) Burdened by Bureaucracy? Determinants of Administrative Intensity in Public Organizations International Public Management Journal, 16, 2013, (with K. Meier) Marching to Different Drummers? The Performance Effects of Alignment Between Politicians and Managers Perceptions of Performance Management Public Administration Review 73, 2013, (with S. Jung and R. Walker) Task Complexity. Organizational Size and Administrative Intensity: the Case of UK Universities Public Administration 92, 2014, (with R. Andrews) New Leaders Managerial Background and the Performance of Public Organizations: the Theory of Publicness Fit Journal of Public Administration Research and Theory 25, 2015, (with O.James and N. Petrovsky). 10

12 138. Evidence-based Modelling of Hybrid Organizational Strategies Computational and Mathematical Organization Theory 21, 2015, 1-23 (with R. Andrews and M. Beynon) The Effects of Public Service Motivation on Collaborative Behaviour: Evidence From Three Experimental Games International Public Management Journal, 18, 2015, (with M. Esteve and A.Van Witteloostuijn) 140. The Politics of Agency Death: Ministers and the Survival of Government Agencies in a Parliamentary System British Journal of Political Science 46, 2016, (with O. James, A, Moseley and N. Petrovsky) 141. Prosocial Behaviour and Public Service Motivation Public Administration Review 76, 2016, (with M.Esteve, D.Urbig and A. Van Witteloostuijn) 142. Public Sector Motivation ad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest, Journal of Public Administration Research and Theory forthcoming (with M. Esteve and A. Van Witteloostuijn) 143. What Explains Agency Heads Length of Tenure? Testing Managerial Background, Performance, and Political environment Effects for Different Forms of Exit Public Administration Review, forthcoming (with O.James, A, Moseley and N. Petrovsky) 144. When Bureaucracy Matters for Organizational Perfrormance: Exploring the Benefits of Administrative Intensity in Big and Complex Organizations Public Administration, forthcoming (with R. Andrews and A. Mostafa) 11

13 Research Monographs Local Government in Wales: Its Role and Functions, York, Joseph Rowntree Foundation, 1991 (with P. Griffiths, A. Lawton and J. Law). Local Government Reform: A Review of the Process in Scotland and Wales, York, Joseph Rowntree Foundation, 1995 (with G. Jordan and M. McVicar). Book Chapters Explaining Budgetary Outputs in H. Elcock et al., Budgeting in Local Government, Longman, Local Government: From Monopoly to Competition? in G. Jordan and N. Ashford (Eds.) Public Policy and the Impact of the New Right, London, Frances Pinter, Local Government Finance in Wales, in P. Anguera, ed, Funcionament De Les Finances Locals, Barcelona, L avenc, Pledges and Performance: An Empirical Analysis of The Relationship between Manifesto Commitments and Local Services, (with R. Ashworth), in K. Hoggart and T. Clark, eds, Citizen Responsive Government, Oxford, JAI Press, Devolution and Regulation: The Political Control of Public Agencies in Wales, R. Fevre et al, eds, New Democracy: New Governance? Cardiff University of Wales Press, 2001 (with R. Ashworth and R.Walker). Researching Public Management: The Role of Quantitative Methods, in E. Ferlie, K. McLaughlin and S. Osborne, eds, The New Public Management, Routledge, Subjective and Objective Measures of Organizational Performance: An Empirical Exploration in G. Boyne, K. Meier, L. O Toole and R. Walker. Public Service Performance: Perspectives on Measurement and Management, Cambridge U.P., Public Service Failure and Turnaround: Towards a Contingency Model, in J. Hartley, K. Skelcher and M. Wallace, eds., Managing to Improve Public Services, Cambridge University Press, Strategic Planning and Public Service Improvement, in Ashworth et al., eds. Theories of Public Service Improvement Oxford, Oxford University Press,

14 What if Public Management Reform Actually Works? The Paradoxical Success of Performance Management in English Local Government, in H. Margetts, Perri 6 and C. Hood, eds., Paradoxes of Modernisation Oxford, Oxford University Press, 2010 (with P. John, O. James and N. Petrovsky). How Far Has Market Orientation Penetrated Public Organizations? An Empirical Test on Customer Satisfaction in M. Ramesh, E. Araral, and X. Wu, Reasserting the Public in Public Services London, Routledge, 2010 (With G. Brewer and R. Walker). Change at the Top: Connecting Political and Managerial Transition with Performance, in K. Walshe, G. Harvey and P. Jas, eds., Connecting Knowledge to Performance in Public Services Cambridge University Press, 2010 (with O. James, P. John and N. Petrovsky). Performance Management: Does it Work? in Brewer et al., eds. Public Management and Performance Cambridge University Press, Innovations in Structure: Experience from Local Government in the UK, in S. Osborne and L. Brown, eds., Handbook of Innovation in Public Services Edward Elgar, Other Publications Numerous Policy and Practice reports for government agencies; examples include: Population Size and Local Authority Performance, Department for Communities and Local Government, Managing for Outcomes: How to make it Work, invited contribution to The Efficiency Programme: a Second Review of Progress, National Audit Office, National Evaluation of Local Public Service Agreements: Final Report, Department for Communities and Local Government,

15 RESEARCH GRANTS Housing Grant Policies: An Evaluation ( , 21,000 Welsh Office, with A.Millington). Performance Indicators in Welsh Local Government ( , 9,800, Welsh Office). Local Government in Wales: Its Role and Functions ( , 15,500, Joseph Rowntree Foundation). Local Government Reform in Scotland and Wales ( , 45,000, Joseph Rowntree Foundation, with Grant Jordan, University of Aberdeen). Spatial Equity and Local Government Finance: Who Gets What Where? ( , 26,500, Leverhulme Trust, with Martin Powell, University of Bath). Best Value in Welsh Local Government ( , 153,333, Welsh Office, with Richard Walker, Cardiff University, and Jennifer Law, University of Glamorgan). Devolution and Regulation: Political Control of Public Bodies in Scotland and Wales ( , 44,000, ESRC, with Arthur Midwinter, University of Strathclyde, and Richard Walker, Cardiff University). Strategy and Performance in Local Government ( , 163,893, ESRC, with Richard Walker, Cardiff University, and Jennifer Law, University of Glamorgan). Long Term Evaluation of the Impact of Best Value ( , 1.1 million, Office of the Deputy Prime Minister, with Steve Martin and Richard Walker, Cardiff University). AIM Public Services Research Fellowship on Organizational Turnaround, ( ESRC, 127k.) Evaluation of Local Public Service Agreements (2003-7, 1.2 million, Office of the Deputy Prime Minister; with the Office of Public Management). Designing Outcome Measures For The Second Generation of Local Public Service Agreements (2004-6, 97k, Office of the Deputy Prime Minister, with J.Law, University of Glamorgan). Leadership Change and Public Services: Reinvigorating Performance or Reinforcing Decline? ( , 253k, ESRC, with P. John, Manchester, and O. James, Exeter) Local Authority Size and Performance (2006-7, 56k, Department for Communities and Local Government, with R. Andrews, Cardiff University). 14

16 How Public Management Matters: Strategy, Networking and Local Service Performance ( , 750k, ESRC, with R. Walker, Hong Kong University, K. Meier, Texas A&M University, and L. O Toole, University of Georgia). Local Authority Form and Function: An Evaluation of the Impact of Structural Change ( , 820k, Department for Communities and Local Government; with the Office of Public Management and Price Waterhouse Coopers). Chief Executive Succession and the Performance of Central Government Agencies ( , 216k, ESRC, with Oliver James, Exeter, and Nico Petrovsky, Kentucky). 15

17 PROFESSIONAL SERVICE Cardiff University Roles Pro Vice-Chancellor and Head of the College of Arts, Humanities and Social Sciences, Dean, Business School ( ) External Roles Chair of the Public and Non-Profit Division, Academy of Management ( ) President of the Public Management Research Association ( ). Chair of the ESRC First Grants Scheme (2008) Chair of the ESRC Research Seminars Competition (2010) Member of the ESRC Research Grants Board ( ) Member of the ESRC Large Grants Panel (2007) Member of the ESRC Research Centres Panel (2008) External Examiner at Aston (2003-7), Birmingham (2001-4) and Nottingham ( ) Universities Co-editor of the Journal of Public Administration Research and Theory ( ) Member of the Editorial Board of Public Administration Review. ( ) Member of the Editorial Board of the International Public Management Journal Member of the Editorial Board of Public Money and Management Advanced Institute of Management Research Fellow. Academic Adviser to the Welsh Local Government Association. Adviser to the National Audit Office on Public Service Performance Targets. Member of the United Nations Expert Group on Public Sector Effectiveness. Member of the Secretary of State for Wales Business Advisory Group. Vice-President, Cardiff Business Club. 16

18 Member of the Welsh Government s Financial and Professional Services Panel.( ) Member of the Board of Cardiff Enterprise Zone ( ) Member of the Welsh Local Government Association/CIPFA Commission of Inquiry on Local Government Finance in Wales 17