Learning impact of internal and external supervision in the (semi) public sector.

Abstract

In this thesis an answer is given to the question whether internal and external supervision, apart from having a disciplining impact, also create a learning impact on (semi) public organisations. The answer is yes, based on the results of this multiple case study. It was investigated what this learning impact comprises (and how the learning impact of internal and external supervision differs) and subsequently why learning is more likely to occur in some supervision relationships than in others.