An outcome-based dynamic performance management approach to collaborative governance in crime control: insights from Malaysia

John Antony Xavier, Carmine Bianchi

Research output: Contribution to journalArticle

Abstract

The paper analyzes Malaysia’s experience in crime control. It offers insights on how a whole-of-government perspective, underpinned by a dynamic outcome-based performance management system, or DPM, supports governments in bringing about progress in crime reduction. Although not exhaustive of all factors contributing to crime control, the paper argues that DPM can make collaboration in designing and implementing policies for crime control more effective, by enabling policy-makers frame causal links between strategic resources, performance drivers and outcomes. The feedback-loops underlying the crime-control system’s behavior should be governed in a way that enables policy-makers to build up a substantial and consistent endowment of strategic resources to affect sustainable outcomes. The deployment of these resources should help achieve—by affecting performance drivers, outputs, and intermediate outcomes—the ultimate outcome in crime control, namely, public perception of safety. The DPM approach applied to collaborative governance in crime control also suggests that policy-makers should build up and deploy strategic resources (most of which are intangible), such as political and administrative commitment, citizen participation, span of accountability, leadership, transparency, and trust. The mode of implementation can also influence success in crime control. Accordingly, a blend of top-down and bottom-up implementation and a culture of collaboration should also expedite crime reduction.

Original languageEnglish
JournalJournal of Management and Governance
DOIs
Publication statusAccepted/In press - 1 Jan 2019

Fingerprint

Crime
Malaysia
Performance management
Governance
Strategic resources
Politicians
Factors
Government support
Blends
Performance management systems
Public perception
Safety
Intangibles
Top-down
Transparency
Resources
Bottom-up
Government
Accountability
Citizen participation

Keywords

  • Collaborative governance
  • Community outcomes
  • Crime control
  • Dynamic performance management
  • Malaysia
  • Performance management and delivery unit

ASJC Scopus subject areas

  • Business and International Management

Cite this

@article{6d6ad5615a03436893fde2ed93d02ab8,
title = "An outcome-based dynamic performance management approach to collaborative governance in crime control: insights from Malaysia",
abstract = "The paper analyzes Malaysia’s experience in crime control. It offers insights on how a whole-of-government perspective, underpinned by a dynamic outcome-based performance management system, or DPM, supports governments in bringing about progress in crime reduction. Although not exhaustive of all factors contributing to crime control, the paper argues that DPM can make collaboration in designing and implementing policies for crime control more effective, by enabling policy-makers frame causal links between strategic resources, performance drivers and outcomes. The feedback-loops underlying the crime-control system’s behavior should be governed in a way that enables policy-makers to build up a substantial and consistent endowment of strategic resources to affect sustainable outcomes. The deployment of these resources should help achieve—by affecting performance drivers, outputs, and intermediate outcomes—the ultimate outcome in crime control, namely, public perception of safety. The DPM approach applied to collaborative governance in crime control also suggests that policy-makers should build up and deploy strategic resources (most of which are intangible), such as political and administrative commitment, citizen participation, span of accountability, leadership, transparency, and trust. The mode of implementation can also influence success in crime control. Accordingly, a blend of top-down and bottom-up implementation and a culture of collaboration should also expedite crime reduction.",
keywords = "Collaborative governance, Community outcomes, Crime control, Dynamic performance management, Malaysia, Performance management and delivery unit",
author = "Xavier, {John Antony} and Carmine Bianchi",
year = "2019",
month = "1",
day = "1",
doi = "10.1007/s10997-019-09486-w",
language = "English",
journal = "Journal of Management and Governance",
issn = "1385-3457",
publisher = "Springer New York",

}

TY - JOUR

T1 - An outcome-based dynamic performance management approach to collaborative governance in crime control

T2 - insights from Malaysia

AU - Xavier, John Antony

AU - Bianchi, Carmine

PY - 2019/1/1

Y1 - 2019/1/1

N2 - The paper analyzes Malaysia’s experience in crime control. It offers insights on how a whole-of-government perspective, underpinned by a dynamic outcome-based performance management system, or DPM, supports governments in bringing about progress in crime reduction. Although not exhaustive of all factors contributing to crime control, the paper argues that DPM can make collaboration in designing and implementing policies for crime control more effective, by enabling policy-makers frame causal links between strategic resources, performance drivers and outcomes. The feedback-loops underlying the crime-control system’s behavior should be governed in a way that enables policy-makers to build up a substantial and consistent endowment of strategic resources to affect sustainable outcomes. The deployment of these resources should help achieve—by affecting performance drivers, outputs, and intermediate outcomes—the ultimate outcome in crime control, namely, public perception of safety. The DPM approach applied to collaborative governance in crime control also suggests that policy-makers should build up and deploy strategic resources (most of which are intangible), such as political and administrative commitment, citizen participation, span of accountability, leadership, transparency, and trust. The mode of implementation can also influence success in crime control. Accordingly, a blend of top-down and bottom-up implementation and a culture of collaboration should also expedite crime reduction.

AB - The paper analyzes Malaysia’s experience in crime control. It offers insights on how a whole-of-government perspective, underpinned by a dynamic outcome-based performance management system, or DPM, supports governments in bringing about progress in crime reduction. Although not exhaustive of all factors contributing to crime control, the paper argues that DPM can make collaboration in designing and implementing policies for crime control more effective, by enabling policy-makers frame causal links between strategic resources, performance drivers and outcomes. The feedback-loops underlying the crime-control system’s behavior should be governed in a way that enables policy-makers to build up a substantial and consistent endowment of strategic resources to affect sustainable outcomes. The deployment of these resources should help achieve—by affecting performance drivers, outputs, and intermediate outcomes—the ultimate outcome in crime control, namely, public perception of safety. The DPM approach applied to collaborative governance in crime control also suggests that policy-makers should build up and deploy strategic resources (most of which are intangible), such as political and administrative commitment, citizen participation, span of accountability, leadership, transparency, and trust. The mode of implementation can also influence success in crime control. Accordingly, a blend of top-down and bottom-up implementation and a culture of collaboration should also expedite crime reduction.

KW - Collaborative governance

KW - Community outcomes

KW - Crime control

KW - Dynamic performance management

KW - Malaysia

KW - Performance management and delivery unit

UR - http://www.scopus.com/inward/record.url?scp=85074025637&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85074025637&partnerID=8YFLogxK

U2 - 10.1007/s10997-019-09486-w

DO - 10.1007/s10997-019-09486-w

M3 - Article

AN - SCOPUS:85074025637

JO - Journal of Management and Governance

JF - Journal of Management and Governance

SN - 1385-3457

ER -