C. Fitzgerald, Alec Fraser, J. Kimmitt, Lisa Knoll, James R. Williams
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Outcomes-based contracting and public management reform: Lessons from a decade of experimentation
Abstract A decade after the launch of the world’s first social impact bond (SIB) at Her Majesty’s Prison Peterborough in England, a further 250 SIBs have been developed in over 30 countries raising over $750 m (USD) of capital and serving some 1.7 million people. As investment-backed outcomes-based contracts (OBCs), SIBs are one of many outcomes-oriented reforms being taken up globally. In this introduction, we offer a framework for navigating the inchoate landscape of these reforms and a brief review of literature on OBCs and SIBs to frame the articles in this special issue. We then underscore the major contributions of the six included articles before offering summaries of each. In closing, we discuss the article findings and offer avenues for future research.
期刊介绍:
The International Public Management Journal (IPMJ) publishes high-quality empirical and theoretical work on managing large organizations, particularly public organizations. IPMJ features work from scholars around the world who conduct research in the areas of public management and government reform, comparative public administration, organizational theory, and organizational behavior. IPMJ seeks to provide a bridge between those conducting research on public management and public administration on the one hand, and those working in the areas of organizational behavior and organization theory on the other. IPMJ intends to stimulate and reflect the academic interests of an international constituency of readers and scholars.