This Article Full Text (OnlineFirst PDF) All Versions of this Article: 0275074007310488v1 38/4/412    most recent Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Google Scholar Articles by Selden, S. C. Articles by Sandfort, J. Search for Related Content Social Bookmarking                   What's this?

Do the Government Tools Influence Organizational Performance? Examining Their Implementation in Early Childhood Education

Lynchburg College

^* To whom correspondence should be addressed. E-mail: selden{at}lynchburg.edu.

	Abstract

This article explores whether the multiple tools used by government to implement social policy influence organizational performance. This analysis focuses on three tools—grants, contracts, and vouchers—and their use in the field of early childhood care and education. Through analysis of a field-based study of 22 organizations, the authors explore qualitative evidence and examine the relative consequences of each tool using multivariate modeling. The authors conceptualize organizational performance along four dimensions—management capacity, management outcomes, program capacity, and program outcomes—to better explore how government tools influence organizations delivering publicly funded services. Findings reveal that the different tools the government uses to implement early childhood programs have distinct consequences; grants have the most significant, positive consequences on a variety of desirable outcomes.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?