A novel multi-attribute benchmarking approach for assessing the financial performance of local governments: Empirical evidence from France

Knowledge management in the public sector: The case of Serbian local government

“…However, many authors agree that there is no clear consensus on the definition of KM. On the other side, the consensus is achieved about knowledge management as a systematic approach that improves organizations performance (Murray, 2002;Marques & Simon, 2006;Choi et al, 2008;Akdere, 2009;Ho, 2009;Gholami et al, 2013;Todorovic et al, 2015). One widely used definition of KM is the one by Nicolas (2004) that describes KM as a systematic process of creating, acquiring, disseminating, leveraging and using knowledge to achieve competitive advantage.…”

“…Basically, the same term for organizational structures is key to the success of a knowledge management processes. These include technology, structure, and culture (Gold et al, 2001). Various researchers investigated the relationship between these elements and knowledge management process (Adeoti, 2002;Noh et al, 2014;Pee & Kankanhalli, 2015).…”

“…Since the 1990s, frequent attempts at higher levels of government to put fiscal stress on local authorities have emerged all over the world (Bovaird et al, 1996). The aim of central governments was to seek greater efficiency by reducing expenditures mainly through the achievement of economies of scale, and through a better allocation of resources, bringing government functions closer to citizens (Galariotis et al, 2016). Additionally, KM was recognized as a powerful instrument that enables public sector organizations to increase efficiency and deal with this pressure (McAdams & Reid, 2000).…”

Un análisis de la eficiencia de municipios turísticos españoles

“…La literatura existente sobre eficiencia municipal ha concluido, con carácter general, que las diferencias en los niveles de eficiencia son explicadas tanto por factores internos relacionados con el comportamiento de los gestores, como por factores externos o exógenos asociados a las circunstancias geográficas y socioeconómicas (Galariotis et al, 2016; BenitoAccounting, Faculty of Economics and Business, University of Murcia, Campus de Espinardo, Murcia, 30100, Spain Correspondencebenitobl@upct.es, Bastida y Accounting, Technical University of Cartagena , Cartagena, Spain García, 2010; Kalb, 2014;Afonso y Fernández, 2005;Balaguer, Prior y Tortosa, 2007). Los resultados obtenidos indican que los gestores públicos disponen de un margen para optimizar la utilización de los recursos, pero que existe una parte de esas ineficiencias que son debidas a factores exógenos tales como el tamaño de la entidad, la presión fiscal per cápita, los ingresos por transferencias per cápita y el nivel de actividad económica (Arcelus et al, 2007).…”

Visual management of performance with PROMETHEE productivity analysis

“…Moreover, MCDM can also help to analyse the performance of actions (also called alternatives). For example, da Rocha et al (2016) evaluated the operational performance of Brazilian airport terminals using Borda-AHP, Longaray et al (2015) used MACBETH to evaluate Brazilian university hospitals, Nemery et al (2012) evaluated the innovation capacity of small and medium enterprises (SMEs), Ishizaka and Pereira (2016) developed a hybrid ANP-PROMETHEE method for evaluating employee performance and Galariotis et al (2016) used MAUT to evaluate French local governments.…”