2008
DOI: 10.1080/14719030802002766
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Complexity Theory and Evaluation in Public Management

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Cited by 46 publications
(39 citation statements)
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“…Capra argued that these factors can be used to understand all systems, and his theory has been widely used. Examples include: Duryan, Nikolik, van Merode and Curfs () in the Netherlands studying organisational decision making and resource allocation; Wolf‐Branigin () examining USA community accommodation for people with disability; Livneh and Parker () studying psychological adaptation to chronic illness and disability; Haynes () examining the privatisation of social care services in the UK; and Baldry () studying the over‐representation of people with mental health disorders and intellectual disability in the criminal justice system.…”
Section: Methodsmentioning
confidence: 99%
“…Capra argued that these factors can be used to understand all systems, and his theory has been widely used. Examples include: Duryan, Nikolik, van Merode and Curfs () in the Netherlands studying organisational decision making and resource allocation; Wolf‐Branigin () examining USA community accommodation for people with disability; Livneh and Parker () studying psychological adaptation to chronic illness and disability; Haynes () examining the privatisation of social care services in the UK; and Baldry () studying the over‐representation of people with mental health disorders and intellectual disability in the criminal justice system.…”
Section: Methodsmentioning
confidence: 99%
“…There has been a long tradition in the applications of the VSM and SSM and there are many recent examples in a variety of fields (Assimakopoulos and Dimitriou 2006;Dodis and Panagiotakopoulos 2007;Espejo and Harnden 1989;Herrmann et al 2008;Ragab and Awad 2003;Yusof et al 2001). Finally, Complexity thinking has been applied to organisation structures and processes, specifically to design an organisation for a complex world (Haynes 2008;Lewin and Regine 1999;Mason 2007;Murray 1998;Schwaninger 2000).…”
Section: Organisations and Corporate Social Responsibilitymentioning
confidence: 99%
“…Evaluation therefore needs to adjust to complexity by adaptation, focusing on ongoing processes of learning and adjustment to future challenges characterized by uncertainty and ambiguity (Staber and Sydow 2002). The ideal is therefore that evaluation should take a holistic approach with an emphasis on understanding policies and programmes, which also includes actors' ability to comprehend the context in which policy systems are embedded (Connick and Innes 2003;Haynes 2008;Sanderson 2000). This view of evaluation is also consistent with adaptive co-management theory (Berkes et al 2003) where performance refers to managers' ability to process ecological, social, and economic information.…”
Section: Perspectives On the Evaluation Of Collaborative Performancementioning
confidence: 85%