2014
DOI: 10.5553/bk/092733872014023001003
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Kwaliteit als sleutel tot overheidsinterventie: een reflectie op de beleidsassumpties van autonomievergroting in het primair onderwijs

Abstract: Please be advised that this information was generated on 2018-05-13 and may be subject to change. Kwaliteit als sleutel tot overheidsinterventie: een reflectie op de beleidsassumpties van autonomievergroting in het primair onderwijs InleidingHet zou wat waard zijn indien wij het eindresultaat van het doorstromingsproces kwalitatief zouden kunnen karakteriseren. Het opstellen van een winst-en verliesrekening van het onderwijsbedrijf is evenwel onmogelijk. Niemand zal ooit kunnen vaststellen wat het onderwijs v… Show more

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Cited by 4 publications
(4 citation statements)
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“…Indeed, Vamstad (2012: 1177) argues that as a consequence of the professionalization of the Swedish public sector, less room was left for volunteering amateurs, because the “superior knowledge” of professionals would provide the highest service quality. In Dutch school boards, the number of parent board members decreased over the last couple of years due to policy initiatives to professionalize boards (Honingh and Hooge, 2012). Hence, within a closed systems approach, the knowledge of professionals can be classified as “mystical,” limiting the access of users to public services (Brandsen and Honingh, 2013).…”
Section: Organizational Responses To Input Uncertaintymentioning
confidence: 99%
“…Indeed, Vamstad (2012: 1177) argues that as a consequence of the professionalization of the Swedish public sector, less room was left for volunteering amateurs, because the “superior knowledge” of professionals would provide the highest service quality. In Dutch school boards, the number of parent board members decreased over the last couple of years due to policy initiatives to professionalize boards (Honingh and Hooge, 2012). Hence, within a closed systems approach, the knowledge of professionals can be classified as “mystical,” limiting the access of users to public services (Brandsen and Honingh, 2013).…”
Section: Organizational Responses To Input Uncertaintymentioning
confidence: 99%
“…De veronderstelling bij NPM is dat als publieke organisaties, zoals scholen, meer gaan werken als private ondernemingen, ze beter zicht houden op de belangen van hun leerlingen, ouders en teams, hierop beter kunnen inspelen en zo efficiënter kunnen werken aan verbetering van de onderwijskwaliteit dan de (centrale) overheid. Ze krijgen meer ruimte voor eigen initiatieven en beslissingen (Honingh & van Thiel, 2014). De principes die hieruit voortvloeien zijn deregulering van bevoegdheden, introductie van marktwerking en outputsturing (Budding & De Groot, 2003).…”
Section: Verantwoording Versus Autonomieunclassified
“…Such boards would also enable the inclusion of relevant stakeholders, making the organization directly accountable to the ‘customer’ of the products or services provided by the organization. In sum, expectations of ‘boardization’ (Wilks, 2007) were high, however, so far we know very little about its effects, in particular on the performance of semi-autonomous organizations (Cornforth, 2012; Hinna et al., 2010; Honingh et al., 2018; Honingh et al., 2017). Most research on boards concerns the private sector (cf.…”
Section: Introductionmentioning
confidence: 99%
“…School effectiveness studies seldom include board level characteristics in their analyses to study the possible effects of boards (Honingh et al., 2017). These studies traditionally focus on studying the determinants of student achievement such as professionalism of teachers, teaching methods, parental involvement, school organization, school climate, school leadership and school size (e.g.…”
Section: Introductionmentioning
confidence: 99%