What Do They Know, and Whom Do They Hold Accountable? Citizens in the Government-Nonprofit Contracting Relationship

Slyke, David M. Van; Roch, Christine H.

doi:10.1093/jopart/muh013

Cited by 96 publications

(53 citation statements)

References 47 publications

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“…Citizens have an unconscious bias towards government that influences perceptions of performance (Marvel ), which persists despite objective performance data (Marvel ). Research conducted by Van Slyke and Roch () of Georgia residents receiving social services suggests that those who are dissatisfied with services are more likely to believe that government and not a third‐party nonprofit is the provider. Yet while citizens view public sector organizations negatively on productivity, this is not the case for normative measures of performance (Hvidman and Andersen ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Bureaucratic accountability in third‐party governance: Experimental evidence of blame attribution during times of budgetary crisis

Piatak

Mohr

Leland

2017

Public Administration

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With the rise of third‐party government, the lines between the sectors have blurred as has accountability. Public service delivery failures can erode government legitimacy and trust, but who do citizens blame when something goes wrong? To answer this question, we employ an experiment to see whether citizens hold local governments and private contractors equally accountable for service delivery failure. We also examine how they expect the employees to be held accountable. Results demonstrate that blame is attributed to those providing the service directly. However, the introduction of a budget shortfall lessens the blame assigned to the contractor, and implicates the city even when the service is provided indirectly through a contract. Finally, citizens are less in favour of terminating the employment of both public and contract employees under budget shortfalls. Findings suggest that if citizens are given information about the context and who is in control of the service, they attribute blame accordingly.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Bureaucratic accountability in third‐party governance: Experimental evidence of blame attribution during times of budgetary crisis

Piatak

Mohr

Leland

2017

Public Administration

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“…Finally, the use of telephone surveys and random‐digit‐dialing technology in survey research can sometimes be problematic given the national “Do Not Call” list and the large number of young adults who do not have landline telephones. 5 Despite this limitation, when conducting surveys sampling large geographic areas, the benefits of using telephone surveys and random‐digit‐dialing technology tend to far outweigh these limitations (Van Slyke and Roch , 198)…”

Section: Limitationsmentioning

confidence: 99%

The Influence of Information Costs on Donor Decision Making

McDougle

Handy

2014

Nonprofit Management and Leadership

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This article explores whether an individual's information costs influence the information‐gathering strategies that he or she turns to prior to donating to a nonprofit. The data for the study come from a telephone survey of residents in a large county in southern California (n = 1,002). The sample was selected using random‐digit‐dialing technology and a computer‐assisted telephone interviewing system. A series of binomial logit models revealed that information costs significantly influenced the information‐gathering strategies individuals turned to in order to learn about nonprofit performance prior to making a donation. Results also revealed that greater confidence in nonprofits did not lead individuals to forgo efforts to obtain information on nonprofit performance altogether. The findings from this study suggest that it is important for nonprofit administrators to recognize, and then take into account, that not all individuals will rely on the same information sources when seeking to learn about nonprofit performance.

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“…In the current system of third party public service delivery, where three out of fi ve human service organizations indicate that government is their largest source of revenue (Boris et al 2010 ), government has a signifi cant stake in whether these organizations can sustain activities through a downturn. Although outsourcing provides some political cover (Smith and Lipsky 2009 ;Van Slyke and Roch 2004 ), elected offi cials are still vulnerable to public outcry when nonprofi t providers cut services. Thus, the imperative to improve nonprofi t fi nancial performance-especially among contract recipients-is not confi ned to the nonprofi t sector but extends to government agencies as their performance becomes inextricably linked (Smith and Grønbjerg 2006 ).…”

Section: Resultsmentioning

confidence: 99%

Local Government Budget Stabilization

Hou¹

2015

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What Do They Know, and Whom Do They Hold Accountable? Citizens in the Government-Nonprofit Contracting Relationship

Cited by 96 publications

References 47 publications

Bureaucratic accountability in third‐party governance: Experimental evidence of blame attribution during times of budgetary crisis

Bureaucratic accountability in third‐party governance: Experimental evidence of blame attribution during times of budgetary crisis

The Influence of Information Costs on Donor Decision Making

Local Government Budget Stabilization

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