583
Views
21
CrossRef citations to date
0
Altmetric
Articles

The Design and Execution of Performance Management Systems at State Level: A Comparative Analysis of Italy and Malaysia

&

References

  • Adam, I. (2011). Outcome-based public service delivery. Kuala Lumpur, Malaysia: Universiti Tun Abdul Razak.
  • Barber, M. (2009). Instruction to deliver: Fighting to transform Britain’s public services. London, UK: Mathuen Publishing Ltd.
  • Benbasat, I., Goldstein, D. K., & Mead, M. (1987). The case research strategy in studies of information systems. MIS Quarterly, 11(3), 369–386. doi:10.2307/248684
  • Bianchi, C. (2010). Improving performance and fostering accountability in the public sector through system dynamics modelling: From an ‘external’ to an ‘internal’ perspective. Systems Research and Behavioral Science, 27(4), 361–384. doi:10.1002/sres.v27:4
  • Bianchi, C. (2012). Enhancing performance management and sustainable organizational growth through system dynamics modeling. In S. N. Groesser, & R. Zeier (Eds.), Systemic management for intelligent organizations: Concepts, model-based approaches, and applications. Heidelberg, Germany: Springer.
  • Bianchi, C. (2016). Dynamic performance management. Heidelberg, Germany: Springer.
  • Bianchi, C., & Rivenbark, W. (2012). A comparative analysis of performance management systems: The cases of Sicily and North Carolina. Public Performance & Management Review, 35(3), 509–526. doi:10.2753/PMR1530-9576350307
  • Bigoni, M., & Deidda Gagliardo, E. (2013). Brunetta’s reform swan song? An assessment of its success in local governments through the analysis of its tools. European Scientific Journal, 9(29), 403–428.
  • Bouckaert, G., & Halligan, J. (2008). Managing performance. London, UK: Taylor & Francis Group.
  • Caperchione, E., & Mussari, R. (2002). Government budgeting and accounting reform in Italy. In J. Chan, & C. Xiaoyue (Eds.), Models of public budgeting and accounting reform (Vol. 2), Supplement 1. Paris, France: OECD Journal on Budgeting.
  • De Waal, A. (2013). Strategic performance management: A managerial and behavioural approach. London, UK: Palgrave McMillan.
  • Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11) (AMA FORUM), 35–36.
  • Flamholtz, E. (1996). Effective management control: Theory and practice. Norwell, MA: Kluwer.
  • Iyer, D. (2011). Tying performance management to service delivery: Public Sector Reform in Malaysia, 2009–2011. Innovations for Successful Societies, Princeton University. Retrieved December 9, 2014, from http://www.princeton.edu/successfulsocieties
  • Kelly, J. M., & Rivenbark, W. C. (2008). Budget theory in local government: The process-outcome conundrum. Journal of Public Budgeting, Accounting & Financial Management, 20(4), 457–481.
  • Malaysian Administrative Modernisation and Planning Unit. (2010). Together we transform. Kuala Lumpur, Malaysia: Author.
  • Merchant, K. (1982). The control function of management. Sloan Management Review, 23(4), 43–55.
  • Ministry of Economy and Finance. (2013). Economic and financial document. Retrieved from http://ec.europa.eu/europe2020/pdf/nd/sp2013_italy_en.pdf
  • Moynihan, D., & Ingraham, P. (2004). Integrative leadership in the public sector: A model of performance-information use. Administration & Society, 36(4), 427–453. doi:10.1177/0095399704266748
  • Mussari, R. (2005). Public sector financial management reform in Italy. In J. Guthrie, C. Humphrey, & O. Olson (Eds.), International public financial management reform (pp. 139–168). London, UK: Wiley.
  • OECD. (2010, November 15–16). Modernising the public administration: A study on Italy. Public Governance Committee Meeting at the Ministerial level, Venice.
  • OECD. (2013). OECD integrity review of Italy. Reinforcing public sector integrity, restoring trust of sustainable growth. Paris, France: OECD Public Governance Reviews, OECD Publishing.
  • O’Flynn, J. (2007). From new public management to public value: Paradigmatic change and managerial implications. The Australian Journal of Public Administration, 66(3), 353–366. doi:10.1111/ajpa.2007.66.issue-3
  • Ongaro, E., & Valotti, G. (2008). Public management reform in Italy: Explaining the implementation gap. International Journal of Public Sector Management, 21(2), 174–204. doi:10.1108/09513550810855654
  • Pollitt, C. (2006). Performance management in practice: A comparative study of executive agencies. Journal of Public Administration Research and Theory, 16(1), 25–44. doi:10.1093/jopart/mui045
  • Radin, B. A. (2003, October 10–11). A comparative approach to performance management: Contrasting the approach of Australia, New Zealand and US. Paper presented at the National Public Management Research Conference Georgetown University. Retrieved January 25, 2016, from teep.tamu.edu/Npmrc/Radin.pdf
  • Siddiquee, N. A. (2010). Managing for results: Lessons from public management reform in Malaysia. International Journal of Public Sector Management, 23(1), 38–53. doi:10.1108/09513551011012312
  • World Bank. (2012). World bank approach to public sector management, 2011–2020. Washington, DC: World Bank. Retrieved January 14, 2016, from http://siteresources.worldbank.org/EXTPUBLICSECTORANDGOVERNANCE/Resources/286304-1286388782250/7457546-1303330758812/COMPLETE.pdf
  • Xavier, J. A. (1996a). Budgetary management and control at the Malaysian central budget process – Principles and practice. Journal on Financial Accountability and Management (UK), 12, 303–321. doi:10.1111/fam.1996.12.issue-4
  • Xavier, J. A. (1996b). Budget reform – The Malaysian experience. Journal of Public Administration and Development (UK), 16(5), 485–501.
  • Xavier, J. A. (1996c). Public expenditure management and control: Comparing budgetary processes in Australia and Malaysia, 1985–1995 (Unpublished PhD). Thesis submitted for examination at the London School of Economics and Political Science.
  • Xavier, J. A. (2009). Establishing key performance indicators for the top echelons of the public service. Excellence Journal, 1(1). Putra Jaya: Malaysian Administrative Modernisation and Planning Unit (MAMPU). [Reprinted in Commonwealth Innovations, a Commonwealth Association of Public Administration and Management (CAPAM) Quarterly Publication. March 2010, Vol. 16, No. 1, 1–15.]

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.