The Accountability-Performance Link

Helping Third-Party Implementers Meet Performance Obligations: A Multi-Level Examination of the Weatherization Assistance Program

“…In the broader contracting context, scholars have suggested that where there is a competitive market (Donahue 1989;Savas 2000) and transaction costs are low (Brown and Potoski 2003b;Lamothe, Lamothe et al 2008), contractual expectations are more likely to be met. Some empirical studies support these claims (Becker and Sloan 1985;Miranda and Lerner 1995) and suggest that using contractors projects an image of improved performance (Joaquin and Greteins 2010;Terman and Yang 2010). Alternatively, in a meta-analysis of contracting studies, Hodge (1999) found that, on indicators related to the quality of services (as distinct from cost-savings), many effect sizes for using contractors were not "significantly different from zero" (1999, 106;Boyne, 1998;Greene 1994).…”

Formal and Informal Accountabilities and Accountability Management: Impact on Work Performance

“…The increased focus on accountability as an independent variable and its relationship with performance (Ali & Nicholson-Crotty, 2021; Joaquin & Greitens, 2011; Kassel, 2008) is attributable to the transition of accountability studies. The discussion on accountability has changed from the traditional concept of control , which simply gives an account after the event, to the concept of strategic responsiveness , which emphasizes actively coping with diverse demands (Schillemans et al, 2021).…”

Deliverable accountability, change management and breach in consultancy contracts: A comparative study of world bank versus europeaid funded projects

“…It is questionable that the increase in accountability and transparency requirements of the above stakeholders would cause an enhanced efficiency in the provision of services (Anheier, Hass, & Beller, 2013). Joaquin and Greitens (2011) criticized the assumed myth that accountability enhances performance and decomposed the latter into process, competence and results-all of which resemble productivity. Bevan (2000) believes that setting accountability frameworks will inevitably fail due to the complexities and dynamics inherent in consultancy services; instead, success of consultancy services should be planned through the engagement of responsible stakeholders and the elimination of irresponsible parties (Bevan, 2000).…”