Richard M. Walker is Professor of Public Management and Policy at the University of Hong Kong and Senior Research Associate at Xi'an Jiaotong University, China. George A. Boyne is Professor of Public Sector Management at Cardiff University. Gene A. Brewer is Associate Professor of Public Administration and Policy at the University of Georgia School of Public and International Affairs and Visiting Professor of Public Management at the Utrecht University School of Governance in the Netherlands.

• List of figures; List of tables; About the contributors; 1. Introduction Richard M. Walker, George A. Boyne and Gene A. Brewer; 2. Extending goal ambiguity research in government: from organizational goal ambiguity to program goal ambiguity Hal G. Rainey and Chan Su Jung; 3. Budgets and financial management Donald P. Moynihan and Matthew Andrews; 4. Organizational structure and public service performance Rhys Andrews; 5. Red tape: the bane of public organizations? Gene A. Brewer and Richard M. Walker; 6. Managerial networking, managing the environment, and program performance: a summary of findings and an agenda Kenneth J. Meier and Laurence J. O'Toole, Jr; 7. Public service motivation and performance Gene A. Brewer; 8. Organizational diversity and public service performance David W. Pitts; 9. Performance management: does it work? George A. Boyne; 10. Strategy: which strategic stances matter? Richard M. Walker; 11. Methods Alisa Hicklin; 12. Conclusion: enriching the field George A. Boyne, Gene A. Brewer and Richard M. Walker; Index.

Review of the hardback: 'With a line-up of scholars who are at the forefront, theoretically and empirically, in their respective areas of public and performance management research, any researcher or policymaker who seeks to be at the cutting edge of public performance improvement needs to read this volume. Both new empirical investigations and in-depth, systematic reviews, framed by innovative conceptual thinking, are brought to bear on longstanding concerns about how to improve public sector performance, including overcoming goal ambiguity, internal organizational impediments and red tape, and financial and human resources constraints.' Carolyn J. Heinrich, University of Wisconsin-Madison

Richard M. Walker is Professor of Public Management and Policy at the University of Hong Kong and Senior Research Associate at Xi'an Jiaotong University, China. George A. Boyne is Professor of Public Sector Management at Cardiff University. Gene A. Brewer is Associate Professor of Public Administration and Policy at the University of Georgia School of Public and International Affairs and Visiting Professor of Public Management at the Utrecht University School of Governance in the Netherlands.

• List of figures; List of tables; About the contributors; 1. Introduction Richard M. Walker, George A. Boyne and Gene A. Brewer; 2. Extending goal ambiguity research in government: from organizational goal ambiguity to program goal ambiguity Hal G. Rainey and Chan Su Jung; 3. Budgets and financial management Donald P. Moynihan and Matthew Andrews; 4. Organizational structure and public service performance Rhys Andrews; 5. Red tape: the bane of public organizations? Gene A. Brewer and Richard M. Walker; 6. Managerial networking, managing the environment, and program performance: a summary of findings and an agenda Kenneth J. Meier and Laurence J. O'Toole, Jr; 7. Public service motivation and performance Gene A. Brewer; 8. Organizational diversity and public service performance David W. Pitts; 9. Performance management: does it work? George A. Boyne; 10. Strategy: which strategic stances matter? Richard M. Walker; 11. Methods Alisa Hicklin; 12. Conclusion: enriching the field George A. Boyne, Gene A. Brewer and Richard M. Walker; Index.

Review of the hardback: 'With a line-up of scholars who are at the forefront, theoretically and empirically, in their respective areas of public and performance management research, any researcher or policymaker who seeks to be at the cutting edge of public performance improvement needs to read this volume. Both new empirical investigations and in-depth, systematic reviews, framed by innovative conceptual thinking, are brought to bear on longstanding concerns about how to improve public sector performance, including overcoming goal ambiguity, internal organizational impediments and red tape, and financial and human resources constraints.' Carolyn J. Heinrich, University of Wisconsin-Madison

Richard M. Walker is Professor of Public Management and Policy at the University of Hong Kong and Senior Research Associate at Xi'an Jiaotong University, China. George A. Boyne is Professor of Public Sector Management at Cardiff University. Gene A. Brewer is Associate Professor of Public Administration and Policy at the University of Georgia School of Public and International Affairs and Visiting Professor of Public Management at the Utrecht University School of Governance in the Netherlands.

• List of figures; List of tables; About the contributors; 1. Introduction Richard M. Walker, George A. Boyne and Gene A. Brewer; 2. Extending goal ambiguity research in government: from organizational goal ambiguity to program goal ambiguity Hal G. Rainey and Chan Su Jung; 3. Budgets and financial management Donald P. Moynihan and Matthew Andrews; 4. Organizational structure and public service performance Rhys Andrews; 5. Red tape: the bane of public organizations? Gene A. Brewer and Richard M. Walker; 6. Managerial networking, managing the environment, and program performance: a summary of findings and an agenda Kenneth J. Meier and Laurence J. O'Toole, Jr; 7. Public service motivation and performance Gene A. Brewer; 8. Organizational diversity and public service performance David W. Pitts; 9. Performance management: does it work? George A. Boyne; 10. Strategy: which strategic stances matter? Richard M. Walker; 11. Methods Alisa Hicklin; 12. Conclusion: enriching the field George A. Boyne, Gene A. Brewer and Richard M. Walker; Index.

Review of the hardback: 'With a line-up of scholars who are at the forefront, theoretically and empirically, in their respective areas of public and performance management research, any researcher or policymaker who seeks to be at the cutting edge of public performance improvement needs to read this volume. Both new empirical investigations and in-depth, systematic reviews, framed by innovative conceptual thinking, are brought to bear on longstanding concerns about how to improve public sector performance, including overcoming goal ambiguity, internal organizational impediments and red tape, and financial and human resources constraints.' Carolyn J. Heinrich, University of Wisconsin-Madison