Piloting External Peer Review as a Model for Performance Improvement in Third Sector Organisations

Martin Purcell, Murray Hawtin

Research output: Contribution to journalComment/debate

6 Citations (Scopus)

Abstract

Peer review is used widely in the United Kingdom as a means of engendering performance improvement in the statutory sector and is being used increasingly to address the needs of specific networks of third-sector organizations. The project on which this article is based sought to develop a peer review model that could be applied by any third-sector organization to improve performance. The article reviews existing initiatives and details elements of models that the research sought to replicate. It describes the approach taken to develop the model, including details of three pilots, and summarizes the associated guidance. Finally, it incorporates a commentary on some of the opportunities and challenges presented by the model as a means of securing continued performance improvement by third-sector organizations.

Original languageEnglish
Pages (from-to)357-374
Number of pages18
JournalNonprofit Management and Leadership
Volume20
Issue number3
DOIs
Publication statusPublished - 4 Mar 2010
Externally publishedYes

Fingerprint

Peer review
Performance improvement
Third sector
Guidance

Cite this

@article{190c056f63174041bfcc8dd7807b92ae,
title = "Piloting External Peer Review as a Model for Performance Improvement in Third Sector Organisations",
abstract = "Peer review is used widely in the United Kingdom as a means of engendering performance improvement in the statutory sector and is being used increasingly to address the needs of specific networks of third-sector organizations. The project on which this article is based sought to develop a peer review model that could be applied by any third-sector organization to improve performance. The article reviews existing initiatives and details elements of models that the research sought to replicate. It describes the approach taken to develop the model, including details of three pilots, and summarizes the associated guidance. Finally, it incorporates a commentary on some of the opportunities and challenges presented by the model as a means of securing continued performance improvement by third-sector organizations.",
author = "Martin Purcell and Murray Hawtin",
year = "2010",
month = "3",
day = "4",
doi = "10.1002/nml.258",
language = "English",
volume = "20",
pages = "357--374",
journal = "Nonprofit Management & Leadership",
issn = "1048-6682",
publisher = "Jossey-Bass Inc.",
number = "3",

}

Piloting External Peer Review as a Model for Performance Improvement in Third Sector Organisations. / Purcell, Martin; Hawtin, Murray.

In: Nonprofit Management and Leadership, Vol. 20, No. 3, 04.03.2010, p. 357-374.

Research output: Contribution to journalComment/debate

TY - JOUR

T1 - Piloting External Peer Review as a Model for Performance Improvement in Third Sector Organisations

AU - Purcell, Martin

AU - Hawtin, Murray

PY - 2010/3/4

Y1 - 2010/3/4

N2 - Peer review is used widely in the United Kingdom as a means of engendering performance improvement in the statutory sector and is being used increasingly to address the needs of specific networks of third-sector organizations. The project on which this article is based sought to develop a peer review model that could be applied by any third-sector organization to improve performance. The article reviews existing initiatives and details elements of models that the research sought to replicate. It describes the approach taken to develop the model, including details of three pilots, and summarizes the associated guidance. Finally, it incorporates a commentary on some of the opportunities and challenges presented by the model as a means of securing continued performance improvement by third-sector organizations.

AB - Peer review is used widely in the United Kingdom as a means of engendering performance improvement in the statutory sector and is being used increasingly to address the needs of specific networks of third-sector organizations. The project on which this article is based sought to develop a peer review model that could be applied by any third-sector organization to improve performance. The article reviews existing initiatives and details elements of models that the research sought to replicate. It describes the approach taken to develop the model, including details of three pilots, and summarizes the associated guidance. Finally, it incorporates a commentary on some of the opportunities and challenges presented by the model as a means of securing continued performance improvement by third-sector organizations.

UR - http://www.scopus.com/inward/record.url?scp=84926623785&partnerID=8YFLogxK

U2 - 10.1002/nml.258

DO - 10.1002/nml.258

M3 - Comment/debate

VL - 20

SP - 357

EP - 374

JO - Nonprofit Management & Leadership

JF - Nonprofit Management & Leadership

SN - 1048-6682

IS - 3

ER -