Competing for What?: Linking Competition to Performance in Social Service Contracting

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dc.contributor.authorMeeyoung Lamothe
dc.contributor.authorScott Lamothe
dc.date.accessioned2016-01-14T19:53:06Z
dc.date.accessioned2016-03-30T15:36:54Z
dc.date.available2016-01-14T19:53:06Z
dc.date.available2016-03-30T15:36:54Z
dc.date.issued2010-05-01
dc.description.abstractThis article explores the links between competition and contractor performance often assumed by market theory. Using data from Florida social service contracting, the authors test to see if competitively procured vendors outperform their noncompetitive peers regarding adherence to contract terms. It is found that, contrary to market theory, this is not the case. It is also found that district management capacity is positively related to performance and the performance of nonprofit vendors is indistinguishable from for-profits (whereas both appear to be outperformed by other government contractors). Finally, this study finds little evidence that performance or competition is related to the likelihood of maintaining contracts.en_US
dc.description.peerreviewYesen_US
dc.description.peerreviewnoteshttps://us.sagepub.com/en-us/nam/manuscript-submission-guidelinesen_US
dc.identifier.citationLamothe, M., & Lamothe, S. (2010). Competing for What?: Linking Competition to Performance in Social Service Contracting. The American Review of Public Administration, 40(3), 326-350. doi: 10.1177/0275074009337621en_US
dc.identifier.doi10.1177/0275074009337621en_US
dc.identifier.urihttp://hdl.handle.net/11244/25065
dc.language.isoen_USen_US
dc.publisherThe American Review of Public Administration
dc.rightsAttribution 3.0 United States
dc.rights.requestablefalseen_US
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/us/
dc.subjectcompetitionen_US
dc.subjectcontract performanceen_US
dc.subjectmanagement capacityen_US
dc.titleCompeting for What?: Linking Competition to Performance in Social Service Contractingen_US
dc.typeResearch Articleen_US

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