A vehicle for change?: A case study of performance improvement in the “new” public sector

摘要: This paper critiques the notion that a single approach to performance improvement can alone be responsible for significant organisational transformation. We draw on phenomenological case study evidence, placed in context of an ongoing series studies nature and prevalence best practice benchmarking UK, including large‐scale questionnaire surveys longitudinal rich experiences number practitioners organisations. argue complex approaches such as benchmarking, however technically powerful they may be, are only effective people who apply them their compatibility with which used. The contribution methods is often difficult separate from other variables. In addition internal characteristics, external contextual factors play important part both establishing need use approaches, encouraging commitment use. Some clearest examples distortion potential impact new management practices by wider policy found public services National Health Service, drawn this paper.