Abstract
Rankings have become ubiquitous in public service settings. Although there are high hopes that comparative analysis leads to improved processes and outcomes, there is also a growing criticism of rankings as creating perverse effects. In this article, we analyze how public service governance is affected by rankings with a special focus on how, in what ways, and to what extent organizations are made into governable entities as a response to rankings. The article is based on a detailed ethnographic study in three Dutch hospitals, using insights from actor-network theory and institutional work, combining the concepts of performativity and institutional work.
Original language | English |
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Pages (from-to) | 637-663 |
Number of pages | 27 |
Journal | Administration & Society |
Volume | 51 |
Issue number | 4 |
DOIs | |
Publication status | Published - 1 Apr 2019 |
Keywords
- actor-network theory
- directions
- institutional work
- investment
- materiality
- numbers
- patient safety
- performativity
- power
- quality
- rankings
- reforms
- REFORMS
- QUALITY
- NUMBERS
- POWER
- PATIENT SAFETY
- INVESTMENT
- DIRECTIONS