Performance Measurement in UK Town Centre Management Schemes and US Business Improvement Districts: Comparisons and UK Implications

Sophie Hogg, Dominic Medway and Gary Warnaby
Additional contact information
Sophie Hogg: Division of Marketing and Retail, Manchester Metropolitan University Business School, Aytoun Street, Manchester Ml 3GH, England
Dominic Medway: Manchester Business School, Marketing Group, The University of Manchester, Booth Street West, Manchester Ml5 6PB, England
Gary Warnaby: Salford Business School, University of Salford, Salford, Greater Manchester M5 4WT, England

Environment and Planning A, 2007, vol. 39, issue 6, 1513-1528

Abstract: Performance measurement was introduced in the public sector to evaluate the impact of policy intervention. It has been heavily promoted to UK town centre managers in recent years by the government, retailers, and the Association of Town Centre Management (ATCM). Using data from interviews undertaken with UK town centre managers and business improvement district (BID) managers in the USA during 2002–03, the authors compare and contrast performance measurement in terms of concept, design, and use in these two contexts, as well as considering the issue of ‘performance ownership’. Implications for the UK are discussed in the light of the recent introduction of BIDs.

Date: 2007
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1068/a38105 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:envira:v:39:y:2007:i:6:p:1513-1528

DOI: 10.1068/a38105

Access Statistics for this article

More articles in Environment and Planning A
Bibliographic data for series maintained by SAGE Publications ().