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Dive into the research topics where Alan Lawton is active.

Publication


Featured researches published by Alan Lawton.


Public Money & Management | 1996

The manager, the citizen, the politician and performance measures

David McKevitt; Alan Lawton

Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top‐down implementation of performance measurement systems has led to middle‐manager disenchantment and does not meet user needs.


Public Money & Management | 2000

Developments: Coping with Ambiguity: Reconciling External Legitimacy and Organizational Implementation in Performance Measurement

Alan Lawton; David McKevitt; Michelle Millar

This article reports the results of a study of the implementation of performance measurement in 74 UK public sector organizations. Performance measurement is often imposed on organizations by external stakeholders and those charged with implementation have to reconcile the demands of competing interests. These interests reflect the complex relations that ‘street-level’ public organizations engage in. The authors use institutional theory to make sense of how these relations, and the competing demands of performance measurement, are managed.


Local Government Studies | 2004

Ethics at the Crossroads? Developments in the Ethical Framework for Local Government

Alan Lawton; Michael Macaulay

This article discusses the current state of the ethical framework for local government, which developed under the broader Modernisation Agenda of the Local Government Act 2000. It argues that the local government framework stands at a crossroads between the high road and the low road of ethics. Whereas the low road leads down the path of compliance and quantifiable performance measures, the high road is far more ambitious and leads to a culture of ethical governance. Recent developments - such as upcoming Section 66 regulations and the expansion of the role of the monitoring officer - have highlighted the choice between these two paths. This article will analyse the scope of unethical activity in local government, primarily in England, and map the regulatory terrain of the local government ethical framework. It identifies precursors to the framework and examines the way in which the Local Government Act 2000 built upon, and deviated from, the recommendations of the third report of the Committee for Standards in Public Life. Finally it discusses what has happened since the LGA 2000 Act was implemented, and assesses whether the framework is now poised to go down the high road of ethical culture or low road of compliance.


Public Money & Management | 2000

Coping with Ambiguity: Reconciling External Legitimacy and Organizational Implementation in Performance Measurement

Alan Lawton; David McKevitt; Michelle Millar


Archive | 1994

Public sector management : theory, critique and practice

David McKevitt; Alan Lawton


Local Government Studies | 1995

Strategic change in local government management: Comparative case studies

Alan Lawton; David McKevitt


Parliamentary Affairs | 2006

Changing the Standards? Assessing the Impact of the Committee for Standards in Public Life on Local Government in England

Michael Macaulay; Alan Lawton


Local Government Studies | 1992

Community councils in Wales

Paul Griffiths; Alan Lawton


Archive | 2015

Ethics Management and Ethical Management

Alan Lawton; Michael Macaulay


Archive | 1996

Case studies in public services management

Alan Lawton; David McKevitt

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Michelle Millar

National University of Ireland

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