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Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?

Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?
Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?
Housing Associations in the United Kingdom (UK) are undergoing significant reform, potentially facing a crisis of legitimation with respect to their values. Mullins (2010, p3) argues that Housing Associations “are a distant uncle of the Third Sector” on account of their ability to generate a surplus, while privileging social over economic value creation. Such public service models have unfairly been referred to as profits in disguise, nevertheless, they are regarded as a vital part of the Third Sector and fulfil an important societal responsibility for providing housing to lower income and vulnerable families and citizens. The latest reforms have heralded the introduction of private sector style competition, leading to further deregulation and limiting the availability of bank finance at fixed low interest rates, previously regarded as a necessity for investment in growth and refurbishment of housing stock. These are challenging times for Housing Associations; forcing leaders to effectively manage organisational business performance, becoming less reliant on regulatory bodies for guidance and legitimation.
change, performance management, social housing
0954-0962
105-112
Manville, Graham
81955ffa-a9d3-42cd-99c8-52e06cd67424
Greatbanks, Richard
3b02c51e-bf69-4511-b42c-46e13cb653f4
Wainwright, Thomas
5ceb826f-790e-4c4f-831e-c5b4ea90eeb3
Broad, Martin
81955ffa-a9d3-42cd-99c8-52e06cd67424
Manville, Graham
81955ffa-a9d3-42cd-99c8-52e06cd67424
Greatbanks, Richard
3b02c51e-bf69-4511-b42c-46e13cb653f4
Wainwright, Thomas
5ceb826f-790e-4c4f-831e-c5b4ea90eeb3
Broad, Martin
81955ffa-a9d3-42cd-99c8-52e06cd67424

Manville, Graham, Greatbanks, Richard, Wainwright, Thomas and Broad, Martin (2016) Visual performance management in housing associations: a crisis of legitimation or the shape of things to come? Public Money & Management, 36 (2), 105-112. (doi:10.1080/09540962.2016.1118933).

Record type: Article

Abstract

Housing Associations in the United Kingdom (UK) are undergoing significant reform, potentially facing a crisis of legitimation with respect to their values. Mullins (2010, p3) argues that Housing Associations “are a distant uncle of the Third Sector” on account of their ability to generate a surplus, while privileging social over economic value creation. Such public service models have unfairly been referred to as profits in disguise, nevertheless, they are regarded as a vital part of the Third Sector and fulfil an important societal responsibility for providing housing to lower income and vulnerable families and citizens. The latest reforms have heralded the introduction of private sector style competition, leading to further deregulation and limiting the availability of bank finance at fixed low interest rates, previously regarded as a necessity for investment in growth and refurbishment of housing stock. These are challenging times for Housing Associations; forcing leaders to effectively manage organisational business performance, becoming less reliant on regulatory bodies for guidance and legitimation.

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More information

e-pub ahead of print date: 11 December 2015
Published date: February 2016
Keywords: change, performance management, social housing
Organisations: Southampton Business School

Identifiers

Local EPrints ID: 385226
URI: https://eprints.soton.ac.uk/id/eprint/385226
ISSN: 0954-0962
PURE UUID: ce8ef860-1a30-44f1-8f65-6c9c89cf6ca0

Catalogue record

Date deposited: 18 Jan 2016 13:22
Last modified: 10 Oct 2018 16:30

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