In the slipstream of NPM, public organizations worldwide have had to increase their financial performance by adopting management practices. Nonetheless, financial performance (FP) might be mostly predicted by contingencies that are not within direct managerial control. Drawing on evidence from 308 Flemish municipalities, this article shows that organizational and environmental contingencies affect FP, but a significant amount of variation in FP is unexplained—indicating that management could well matter.

Additional Metadata
Keywords Contingency theory, local government, municipalities, New Public Management, public service performance
Persistent URL dx.doi.org/10.1080/09540962.2018.1476309, hdl.handle.net/1765/111241
Journal Public Money and Management: integrating theory and practice in public management
Citation
Goeminne, S. (Stijn), & George, B.R.J. (2018). New development: Determinants of financial performance in public organizations. Public Money and Management: integrating theory and practice in public management, 1–4. doi:10.1080/09540962.2018.1476309