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Art. Politische Planung
(1995)
Beik, W., Urban protest in seventeenth century France; Cambridge, Cambridge Univ. Press, 1997
(1998)
Charles Horton Cooley
(2006)
Disintegrating Democracy at Work: Labor Unions and the Future of Good Jobs in the Service Economy
(2013)
Framing Citizen Participation: Participatory Budgeting in France, Germany and the United Kingdom
(2015)
NIETHAMMER bietet einen umfassenden, äußerst kritischen, vielseitigen und anregenden Blick auf die Erfolgsgeschichte des Identitätsbegriffes. Zunächst zeigt er im Werk herausragender Intellektueller der ersten Hälfte des 20. Jahrhunderts frühe Spuren des Begriffes. Da es seinerzeit bereits um kollektive Identität ging, bestreitet NIETHAMMER die Ansicht, kollektive Identität sei nach dem Zweiten Weltkrieg aus personaler Identität abgeleitet worden. Schon in diesen frühen Varianten betrachtet er den Begriff als ein in höchst unterschiedlichen Zusammenhängen verwendetes, konnotationsreiches "Plastikwort", das mehr verhülle als begreife. Aus diesem Grunde formuliert NIETHAMMER, auch in seiner anschließenden Skizze zu Phasen der neueren Konjunktur kollektiver Identität, eine scharfe Kritik und Ablehnung des Begriffes, die allerdings zum Teil überzogen ist und nicht vollständig auf alle dargestellten Variationen des Begriffes zutrifft. Keywords: kollektive Identität, personale Identität, Theorie, Begriffsgeschichte, Identitätspolitik, Interdisziplinarität
Klassiker der Soziologie
(1997)
Purpose
The purpose of this paper is to investigate whether and how evolving ideas about management control (MC) emerge in research about public sector performance management (PSPM).
Design/methodology/approach
This is a literature review on PSPM research through using a set of key terms derived from a review of recent developments in MC.
Findings
MC research, originating in the management accounting discipline, is largely disconnected from PSPM research as part of public administration and public management disciplines. Overlaps between MC and PSPM research are visible in a cybernetic control approach, control variety and contingency-based reasoning. Both academic communities share an understanding of certain issues, although under diverging labels, especially enabling controls or, in a more general sense, usable performance controls, horizontal controls and control packaging. Specific MC concepts are valuable for future PSPM research, i.e. trust as a complement of performance-based controls in complex settings, and strategy as a variable in contingency-based studies.
Research limitations/implications
Breaking the boundaries between two currently remote research disciplines, on the one hand, might dismantle “would-be” innovations in one of these disciplines, and, on the other hand, may provide a fertile soil for mutual transfer of knowledge. A limitation of the authors’ review of PSPM research is that it may insufficiently cover research published in the public sector accounting journals, which could be an outlet for MC-inspired PSPM research.
Originality/value
The paper unravels the “apparent” and “real” differences between MC and PSPM research, and, in doing so, takes the detected “real” differences as a starting point for discussing in what ways PSPM research can benefit from MC achievements.