We argue that contemporary research on the influence of organisational autonomy on performance in public organisations uses a diverse and a too restrictive conceptualisation of autonomy. After discussing that research, the article develops six dimensions of the concept of autonomy in public organisations. Second, weaknesses of contemporary research are shown by confronting their conceptualisations with the developed taxonomy. Third, data from a survey of Flemish public organisations illuminate the need to acknowledge the six different dimensions of autonomy when studying the effect of autonomy on performance. The empirical material points at the dangers of using formal–legal status of a public organisation as an indicator of its autonomy, given substantial heterogeneity of organisations with the same formal–legal status on each dimension of autonomy. Moreover, tensions between different levels of autonomy appear in practice, indicating the need for a combined and integrated study of the effects of the different dimensions of autonomy on performance. Copyright © 2004 John Wiley & Sons, Ltd.

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:Education supply in universities of most European countries has for the last ten years become a strategic matter. At present, French universities consider education supply as an investment. But they do not utilize all incentive mechanisms in order to drive their strategies.At the beginning of the year 2006, the public sector reform will tend to impose performance measurements of research and educational activities, in order to improve organizational efficiency. The aim of this reform in the French context is to provide driving elements to increase internal efficiency, social and economic impact of higher education system and to reinforce international attractiveness of public education institutions. The substitution of resources management by result management involves an agent's performance responsibility measurement. Evaluation becomes a central factor and is articulated with incentives system. The weakening of the property right system drives project bearers to maximize their utility instead of their incomes. In such a context, the understanding of individual strategies permits to understand constraints of management within universities, and to take into account the impact of stakeholders who take part in the value generation process. The major risk is to constraint the utility function of projects bearers by increasing their burden and their motivation. The result could be the limitation of the number of projects, and as well, the

Concerns for restoring citizens' trust in government are at the core of public sector modernization. Public distrust is often blamed on the bad functioning of public services, and in political discourse well-functioning public services are said to create trust in government. This is a very rational and mechanistic reasoning, only part of which corresponds to reality. The link between performance and trust can only be made when very specific conditions are present. The core of the discussion deals with causality: it is obvious that performance of the public administration has a certain impact on trust in government, but existing levels of trust in government may also have an impact on perceptions of government performance. In this article, we outline a framework for research on this performance-trust relation.

Tackling the key topics of reform and modernization, this important new book systematically examines performance in public management systems. The authors present this seminal subject in an informative and accessible manner, tackling some of the most important themes.Performance Management in the Public Sector takes as its point of departure a broad definition of performance to redefine major and basic mechanisms in public administration, both theoretically and in practice. The book:situates performance in some of the current public management debates; discusses the many definitions of 'performance' and how it has become one of the contested agendas of public management; examines measurement, incorporation and use of performance information; and explores the challenges and future directions of performance management.A must-read for any student or practitioner of public management, this core text will prove invaluable to anyone wanting to improve their understanding of performance management in the public sector. John Halligan is Research Professor of Government and Public Administration at the University of Canberra, Australia. His research interests are comparative public governance and management, performance management and public sector reform.May 2010 | Hardback: 978-0-415-37104-9; £85.00 DISCOUNT PRICE £68.00 €77.00Paperback: 978-0-415-37105-6 £25.99 DISCOUNT PRICE £21.00 €24.00For more information visit: www.routledge.com/books/details/9780415371056/