Does Outcomes-Based Reporting Contribute to or Contradict the Realisation of Social Outcomes?

Tomkinson, Emma

doi:10.22459/tss.07.2016.09

Cited by 4 publications

(4 citation statements)

References 5 publications

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“…Funders of Indigenous health projects need to encourage and support a 'learning culture'. 24 There should be no fear on the part of service providers that evidence of a health intervention having 'little or no effect' will result in loss of face or funding. As Tomkinson notes:…”

Section: Refr Aming the Arg Umentmentioning

confidence: 99%

“…If we can let go of needing to be certain that we are doing the right thing, we open ourselves up to being able to adjust and adapt to the context, populations and localities we are serving. 24 A culture of reporting mistakes or near misses without fear of reprisal is central to the way in which we manage adverse clinical incidents and ought to be mirrored in health promotion contexts. As Onnis, Klieve and Tsey 25 note, 'the CQI approach of staged evaluation and building feedback into future iterations of programs is a sensible path to building robust evidence'.…”

Section: Refr Aming the Arg Umentmentioning

confidence: 99%

“…

A key barrier to achieving outcomes in our changing world is our attachment to certainty. If we can let go of needing to be certain that we are doing the right thing, we open ourselves up to being able to adjust and adapt to the context, populations and localities we are serving 24 …”

Section: Reframing the Argumentmentioning

confidence: 99%

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The search for evidence in Indigenous health intervention research: Shifting the debate

Vujcich

Roberts

2021

Health Prom J of Aust

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Section: Refr Aming the Arg Umentmentioning

confidence: 99%

Section: Refr Aming the Arg Umentmentioning

confidence: 99%

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The search for evidence in Indigenous health intervention research: Shifting the debate

Vujcich

Roberts

2021

Health Prom J of Aust

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“…These environmental changes have intensified NFPs’ responsibility for, and focus on, accountability to their stakeholders as well as the inherent accountability to clients; NFPs’ accountability to government has also intensified as a consequence of governments’ changing funding modalities (Moran, Porter, & Curth‐Bibb, ). In particular, in recent decades the Australian government has transitioned from the role of provider of essential social services to a ‘purchaser’ of services via contacting with third‐party providers (Jones & Webber, ; Tomkinson, ), with NFPs often being the preferred providers (Moran et al., ; Pope & Lewis, ). This shift has given rise to government's use of market‐based mechanisms to determine price and value in service delivery and procurement (National Commission of Audit, ), meaning that NFPs’ accountability to government is currently based on both government's funding and service procurement roles.…”

Section: Introductionmentioning

confidence: 99%

The effect of stakeholder culture on managers’ perceptions of stakeholder attributes in Australian not‐for‐profit organizations

2019

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We examine the relation between stakeholder culture and managers’ perceptions of stakeholder attributes of power, legitimacy, and urgency in Australian not‐for‐profit (NFP) organizations. Examination of this relation is important because managers’ perceptions of stakeholder attributes determine how stakeholder relationships are managed, which affects (positively or negatively) the ability of NFP organizations to fulfil their social mission. Data were collected through a survey of top managers of 478 NFP organizations. Our results show that the stakeholder cultures of altruist and instrumentalist, manifesting different moral values, differentially affect NFP managers’ perceptions of the three stakeholder attributes for clients and government. Specifically, an altruist stakeholder culture affects managers’ perception of client legitimacy, while an instrumentalist culture affects managers’ perception of government power. We also investigate the mediating effects of power and legitimacy on the relation between stakeholder cultures and urgency. We find that managers’ perceptions of power and legitimacy act as crucial cues for managers to perceive stakeholder urgency. Our study contributes to the stakeholder management literature and has important implications for managers of NFP organizations in managing stakeholder relationships in the contemporary environment.

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Stakeholder salience and accountability mechanisms in not‐for‐profit service delivery organizations

2019

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Motivated by the importance and distinctiveness of accountability to stakeholders in not‐for‐profit organizations (NFPs), we examine the use of Ebrahim's accountability mechanisms in a large sample of service delivery NFPs in Australia. Although much prior literature relies on the concept of stakeholder power to explain NFPs’ accountability practices, stakeholder salience (embracing the concepts of stakeholder power, legitimacy, and urgency) emerges as a competing explanation. Utilizing Mitchell et al.’s stakeholder salience framework, we examine the impact of stakeholder power, legitimacy, and urgency on NFPs’ use of accountability mechanisms to account to two key stakeholder groups, government and beneficiaries. Our results show that although legitimacy and urgency of government influence the use of upward accountability mechanisms, beneficiary power influences the use of the downward accountability mechanism of participation.

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Does Outcomes-Based Reporting Contribute to or Contradict the Realisation of Social Outcomes?

Cited by 4 publications

References 5 publications

The search for evidence in Indigenous health intervention research: Shifting the debate

The search for evidence in Indigenous health intervention research: Shifting the debate

The effect of stakeholder culture on managers’ perceptions of stakeholder attributes in Australian not‐for‐profit organizations

Stakeholder salience and accountability mechanisms in not‐for‐profit service delivery organizations

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