Bibliogr. en fin de chapîtres Index.

1. Introduction: knowledge and performance - theory and practice Kieran Walshe, Gill Harvey and Pauline Jas 2. Knowledge from inspection: external oversight and information to improve performance Steve Martin 3. How is information used to improve public performance? Exploring the dynamics of performance information Steven Van de Walle and Wouter Van Dooren 4. Citizens, users or consumers: the voice of the public and its influence on improving performance Ian Greener 5. Competition and contestability: the place of markets in connecting information and performance improvement Carol Propper and Deborah Wilson 6. The role of corporate governance and boards in organizational performance Chris Cornforth and Naomi Chambers 7. Change at the top: connecting political and managerial transition with performance George Boyne, Oliver James, Peter John and Nicolai Petrovsky 8. The role of leadership in knowledge creation and transfer for organizational learning and improvement Jean Hartley and Lyndsay Rashman 9. Process improvement and lean thinking: using knowledge and information to improve performance Zoe Radnor 10. Using evidence: how social research could be better used to improve public service performance Huw Davies, Sandra Nutley and Isabel Walter 11. Absorptive capacity: how organizations assimilate and apply knowledge to improve performance Gill Harvey, Pauline Jas, Kieran Walshe and Chris Skelcher 12. Knowing through doing: unleashing latent dynamic capabilities in the public sector Ann Casebeer, Trish Reay, James Dewald and Amy Pablo13. Conclusions: a puzzle, three pieces, many theories and a problem Colin Talbot; Index