State Social Services Contracting: Exploring the Determinants of Effective Contract Accountability

Romzek, Barbara S.; Johnston, Josée

doi:10.1111/j.1540-6210.2005.00470.x

Cited by 204 publications

(169 citation statements)

References 23 publications

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“…In general, it can be interpreted that nonprofit managers gave a relatively high score to performance accountability and professional operation of organization (Radin 2006;Thomson 2010;Romzek and Johnston 2005). From this data, we can see that providing quality programs and ensuring project effectiveness are included as part of performance accountability (Herman 2005).…”

Section: Voluntas Accountability Obligations Perceived By South Koreamentioning

confidence: 85%

“…Nonprofits are subject to performance accountability measured by their success in fulfilling their missions and delivering costeffective programs and services (Edwards and Fowler 2002). Scholarship on performance accountability includes the complexities of assessing the mission's accomplishment (Christiansen and Ebrahim 2006); the role of government contracts in establishing standards and metrics of performance management and program evaluation (Radin 2006;Thomson 2010;Romzek and Johnston 2005); and board performance and good governance (Heimovics and Herman 1989;Morrison and Salipante 2007;Tandon 2002;Cornforth 2003;Cornforth and Edwards 1998).…”

Section: Introduction and Research Questionsmentioning

confidence: 99%

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Accountability in Korean NPOs: Perceptions and Strategies of NPO Leaders

Jeong

Kearns

2014

Voluntas

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This study examines how senior managers of Korean nonprofit organizations construe their accountability environment, particularly with respect to the perceived expectations of various stakeholders. In-depth interviews were conducted with 42 nonprofit executives in Seoul and six other major Korean cities. Subsequent surveys were completed by 271 organizations. The interview results were used to construct a survey instrument to generalize the findings. The findings suggest that executives of South Korean NPOs perceive board members, staff members, and government agencies as their top three significant stakeholders to whom they are accountable. Regarding the important question of ''for what'' they are accountable, the respondents emphasized compliance to legal obligations and observance of democratic principles of organizational operation. This study also identified four common components in South Korean NPO accountability obligations: professional integrity, civic engagement, and inter-organizational partnership (civic activismoriented and professionalism-oriented).Résumé Cette étude examine comment les dirigeants d'organisations à but non lucratif coréens interprètent leur environnement de responsabilisation, notamment en ce qui concerne les attentes perçues des différentes parties prenantes. Des entretiens approfondis ont été menés auprès de 42 cadres du secteur non lucratif à Séoul et dans six autres grandes villes coréennes. Des enquêtes ultérieures ont été remplies par 271 organisations. Les résultats des entretiens ont été utilisés pour construire un instrument d'enquête permettant de généraliser les résultats. Les résultats suggèrent que les dirigeants d'OSBL sud-coréennes perçoivent les membres des conseils d'administration, les membres des personnels, et les organismes gouvernementaux comme les trois principales parties prenantes importantes à qui ils doivent rendre des comptes. En ce qui concerne la question importante « de quoi sont-ils responsables » , les répondants ont souligné la conformité aux obligations légales et le respect des principes démocratiques de fonctionnement des organisations. Cette étude a également identifié quatre composantes communes dans les obligations de responsabilisation des OSBL de Corée du Sud : l'intégrité professionnelle, l'engagement civique et le partenariat interorganisationnel (orienté vers l'activisme civique et le professionnalisme).Zusammenfassung Diese Studie untersucht, wie die Führungskräfte koreanischer Nonprofit-Organisationen ihr Umfeld zur Rechenschaftspflicht auslegen, insbesondere mit Hinblick auf die wahrgenommenen Erwartungen der verschiedenen Stakeholder. Dazu wurden 42 Führungskräfte von Nonprofit-Organisationen in Seoul und sechs weiteren koreanischen Großstädten ausführlich befragt. 271 Organisationen nahmen an anschließenden Umfragen teil. Mit Hilfe der Ergebnisse der Befragung wurde ein Umfrageinstrument konstruiert, um die Ergebnisse zu verallgemeinern. Die Ergebnisse geben zu erkennen, dass Führungskräfte in südkore-anischen Nonprofit-Organisation...

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Section: Voluntas Accountability Obligations Perceived By South Koreamentioning

confidence: 85%

Section: Introduction and Research Questionsmentioning

confidence: 99%

Accountability in Korean NPOs: Perceptions and Strategies of NPO Leaders

Jeong

Kearns

2014

Voluntas

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“…As previously discussed, this could be challenging in that if data are gathered on a variety of services, constructing compatible measures would be difficult. However, using a method similar to that employed by Romzek and Johnston (2005) in which they interview a variety of actors and review pertinent documents to rate relative performance, might be appropriate. In addition, a greater number of data points (the current research has performance information for only 28 competitive awards) would strengthen the generalizability of any findings.…”

Section: Discussionmentioning

confidence: 99%

How Competitive Is “Competitive” Procurement in the Social Services?

Lamothe

2014

The American Review of Public Administration

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The scholarship on contracting generally argues that markets for social services are weak and lacking in competition. Using data gathered from Florida's largest social service agency, the Department of Children and Families, this article adds to the discussion by constructing a more rigorous measure of competition that accounts for the quality of bidding entities. The findings indicate that while the measures used in earlier studies align reasonably well with the raw number of initial responders to competitive solicitations, they tend to overestimate competition when the quality component is included in the analysis. That is, social service markets may be even weaker than previously reported. Furthermore, an examination of the relationship between competition and performance fails to find a significant association.

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“…Prior research on accountability finds that the mechanism of accountability is related to (1) performance expectations and (2) the nature of the core task. Performance expectations are divided into input, process, output and outcome, while the nature of core work ranges from routine to non-routine (Romzek and Johnston 2005;Romzek and Dubnick 1994). When performance expectations are primarily input oriented and when tasks are routine, hierarchical accountability mechanisms are generally preferred: rules and standard operating procedures ensure accountable actions.…”

Section: Oversight-performance Propositionsmentioning

confidence: 99%