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Public Management Review Volume 21, 2019 - Issue 5
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Original Articles

Exploring the links between different performance information uses, NPM cultural orientation, and organizational performance in the public sector

Christian NitzlUniversität der Bundeswehr München, Neubiberg, GermanyView further author information
,
MariaFrancesca SiciliaDepartment of Management, Economics and Quantitative Methods, University of Bergamo, Bergamo, ItalyView further author information
&
Ileana SteccoliniNewcastle University London, London, UKCorrespondence[email protected]
View further author information
Pages 686-710 | Published online: 27 Aug 2018

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Michal Plaček, Juraj Nemec, Robert Jahoda & Ivan Malý. (2023) Performance funding of universities and its impacts on accountability: the case of the Czech Republic and Slovakia. Public Management Review 0:0, pages 1-23.
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Angela Y.S. Park. (2023) Beyond reporting: What drives performance data use in sustainability management? Empirical evidence from U.S. cities. Public Management Review 0:0, pages 1-24.
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Tu Thanh Hoai & Nguyen Phong Nguyen. (2023) Accounting capacity on accrual accounting adoption in Vietnamese public sector organizations—a moderated moderation model of leadership quality and digital transformation. International Public Management Journal 26:4, pages 629-648.
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Graham Manville & Richard Greatbanks. (2023) Institutional isomorphism and performance management: exploring the linkage and relationship in English social housing. Housing Studies 0:0, pages 1-28.
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Samuel Leite Castelo & Carlos F. Gomes. (2023) The role of performance measurement and management systems in changing public organizations: An exploratory study. Public Money & Management 0:0, pages 1-8.
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Siobhan Daly, Rachael Chapman & Andreja Pegan. (2023) Local government officers, pragmatism and creativity during austerity – the case of Urban Green Newcastle. Local Government Studies 0:0, pages 1-19.
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Thao Hong Phuong Chau, Yen Thi Tran & Truc Dinh Le. (2022) How does transformational leadership influence on the performance of public service organizations in a developing country? The interventional roles of NPM cultural orientations. Cogent Business & Management 9:1.
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Yujin Choi & Harin Woo. (2022) Understanding diverse types of performance information use: evidence from an institutional isomorphism perspective. Public Management Review 24:12, pages 2033-2052.
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Louis C. Liu. (2022) Policy innovation and public organizational performance: a moderated mediation analysis of Taiwan’s Bookstart program. Public Management Review 24:11, pages 1824-1845.
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Sun-Moon Jung. (2022) Determinants of Gender Budgeting Practices: Evidence from Municipal Governments in South Korea. Public Performance & Management Review 45:4, pages 940-969.
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Patrizia Garengo & Frida Betto. (2022) The role of organisational culture and leadership style in performance measurement and management: a longitudinal case study. Production Planning & Control 0:0, pages 1-19.
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Yen Thi Tran, Nguyen P. Nguyen & Lam Dang Nguyen. (2022) Results-oriented Culture and Organizational Performance: The Mediating Role of Financial Accountability in Public Sector Organizations in Vietnam. International Journal of Public Administration 45:3, pages 257-272.
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Drorit Gassner, Anat Gofen & Nadine Raaphorst. (2022) Performance management from the bottom up. Public Management Review 24:1, pages 106-123.
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Peter Dahler-Larsen. (2021) The Use of Performance Information under Conflict: A Large-N Study. Public Performance & Management Review 44:6, pages 1299-1317.
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Ana Yetano, Takami Matsuo & Keisuke Oura. (2021) Diagnostic and Interactive Use of PMM by Japanese Local Governments: Does the Context Affect the Fitness of Use?. Public Performance & Management Review 44:1, pages 28-57.
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Sounman Hong, Sun Hyoung Kim & Jieun Son. (2020) Bounded rationality, blame avoidance, and political accountability: how performance information influences management quality. Public Management Review 22:8, pages 1240-1263.
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Sanja Korac, Iris Saliterer, Mariafrancesca Sicilia & Ileana Steccolini. (2020) Contrasting and explaining purposeful and legitimizing uses of performance information: a mayor’s perspective. Public Management Review 22:4, pages 553-577.
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Yen Thi Tran & Nguyen Phong Nguyen. (2020) The impact of the performance measurement system on the organizational performance of the public sector in a transition economy: Is public accountability a missing link?. Cogent Business & Management 7:1.
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Temirlan T. Moldogaziev, Tyler A. Scott & Robert A. Greer. Organizational fragmentation and service performance of municipal water districts. Public Management Review 0:0, pages 1-21.
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Articles from other publishers (13)

Samuel Leite Castelo & Carlos F. Gomes. (2023) The role of dynamic capabilities on the effectiveness of organizational changes in public sector. Academia Revista Latinoamericana de Administración 36:4, pages 535-552.
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Paola Cantarelli, Nicola Belle & Jeremy L. Hall. (2023) Information use in public administration and policy decision‐making: A research synthesis. Public Administration Review 83:6, pages 1667-1686.
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Ed Vosselman & Ivo De Loo. (2023) Turning performance measurement on its head: From the measurement of performance to the performativity of measuring. Financial Accountability & Management 39:3, pages 554-568.
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Fabienne-Sophie Schäfer, Bernhard Hirsch & Christian Nitzl. (2022) The effects of public service motivation, risk propensity and risk perception on defensive decision-making in public administrations. Journal of Public Budgeting, Accounting & Financial Management 35:2, pages 244-263.
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Alexandre dos Reis & José Manuel Cristovão Veríssimo. (2022) The journey of culture and social responsibility and its relationship with organizational performance: pathway and perspectives. Journal of Organizational Effectiveness: People and Performance 10:1, pages 22-42.
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Henrique Faverzani Drago, Gilnei Luiz de Moura, Luciana Santos Costa Vieira da Silva, Claudimar Pereira da Veiga, Fabíola Kaczam, Luciana Peixoto Santa Rita & Wesley Vieira da Silva. (2022) Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior. SN Business & Economics 3:1.
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Hasan Yousef Aljuhmani, Bashar Ababneh, Lawrence Emeagwali & Hamzah Elrehail. (2022) Strategic stances and organizational performance: Are strategic performance measurement systems the missing link?. Asia-Pacific Journal of Business Administration.
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Fabienne-Sophie Schäfer, Bernhard Hirsch & Christian Nitzl. (2021) Stakeholder pressure as a driver of risk management practices in public administrations. Journal of Accounting & Organizational Change 18:1, pages 33-56.
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Shenja van der Graaf, Le Anh Nguyen Long & Carina Veeckman. 2021. Co-creation and Smart Cities: Looking Beyond Technology. Co-creation and Smart Cities: Looking Beyond Technology 99 127 .
Rosanna Nagtegaal, Lars Tummers, Mirko Noordegraaf & Victor Bekkers. (2020) Designing to Debias: Measuring and Reducing Public Managers’ Anchoring Bias. Public Administration Review 80:4, pages 565-576.
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Barbara Allen & Elizabeth Eppel. (2019) Holding on tight – NPM and the New Zealand performance improvement framework. Australian Journal of Public Administration 79:2, pages 171-186.
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Ileana Steccolini, Iris Saliterer & James Guthrie. (2020) The role(s) of accounting and performance measurement systems in contemporary public administration. Public Administration 98:1, pages 3-13.
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Karina Kenk & Toomas Haldma. (2019) The use of performance information in local government mergers. Journal of Public Budgeting, Accounting & Financial Management 31:3, pages 451-471.
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