Rational and ritualistic use of key performance indicators in hybrid organizations

References

• Agostino, D. and Lapsley, I. (2013), City–charity partnerships and the financial crisis. Public Management Review, 15, 5, pp. 633–656. doi: 10.1080/14719037.2012.707678
   Web of Science ®Google Scholar
• Agostino, D. and Arnaboldi, M. (2015), The new public management in hybrid settings: new challenges for performance measures. International Review of Public Administration, 20, 4, pp. 353–369. doi: 10.1080/12294659.2015.1088686
   Google Scholar
• Agranoff, R. and McGuire, M. (2001), Big questions in public network management research. Journal of Public Administration Research and Theory, 11, 3, pp. 295–326. doi: 10.1093/oxfordjournals.jpart.a003504
   Web of Science ®Google Scholar
• Barretta, A. and Busco, C. (2011), Technologies of government in public sector’s networks: in search of co-operation through management control innovations. Management Accounting Research, 22, 4, pp. 211–219. doi: 10.1016/j.mar.2011.10.002
   Web of Science ®Google Scholar
• Bouckaert, G. and van Dooren, W. (2003), Performance management in public sector organizations. In Löffler, E. and Bovaird, T. (Eds), Public Management and Governance (Routledge).
   Google Scholar
• Brignall, S. and Modell, S. (2000), An institutional perspective on performance measurement and management in the ‘new public sector’. Management Accounting Research, 11, 3, pp. 281–306. doi: 10.1006/mare.2000.0136
   Google Scholar
• Grandori, A. and Soda, G. (1995), Inter-firm networks: antecedents, mechanisms and forms. Organizational Studies, 16, 2, pp. 183–214. doi: 10.1177/017084069501600201
   Web of Science ®Google Scholar
• Grossi, G. and Thomasson, A. (2015), Bridging the accountability gap in hybrid organizations. International Review of Administrative Science, 81, 3, pp. 604–620. doi: 10.1177/0020852314548151
   Web of Science ®Google Scholar
• Hood, C. (1991), A public management for all seasons? Public Administration, 69, pp. 3–19. doi: 10.1111/j.1467-9299.1991.tb00779.x
   Web of Science ®Google Scholar
• Johnsen, J. (2005), What does 25 years of experience tell us about the state of performance measurement in public policy and management? Public Money & Management, 25, 1, pp. 9–17.
   Web of Science ®Google Scholar
• Keast, R. and Mandell, R. (2013), Network performance: a complex interplay of form and action. International Review of Public Administration, 18, 2, pp. 27–45. doi: 10.1080/12294659.2013.10805251
   Google Scholar
• Kenis, P. and Provan, K. G. (2006), The control of public networks. International Public Management Journal, 9, 3, pp. 227–247. doi: 10.1080/10967490600899515
   Google Scholar
• Kenis, P. and Provan, K. G. (2009), Towards an exogenous theory of public network performance. Public Administration, 87, 3, pp. 440–456. doi: 10.1111/j.1467-9299.2009.01775.x
   Web of Science ®Google Scholar
• Marques, L., Ribeiro, J. A. and Scapens, R. W. (2011), The use of management control mechanisms by public organizations with a network co-ordination role: a case study in the port industry. Management Accounting Research, 22, 4, pp. 269–291. doi: 10.1016/j.mar.2011.09.001
   Web of Science ®Google Scholar
• Meyer, J. W. and Rowan, B. (1977), Institutionalized organizations: formal structure as myth and ceremony. American Journal of Sociology, 83, 2, pp. 340–363. doi: 10.1086/226550
   Web of Science ®Google Scholar
• Orton, J. D. and Weick, K. E. (1990), Loosely coupled systems: a reconceptualization. Academy of Management Review, 15, 2, pp. 203–223.
   Web of Science ®Google Scholar
• Provan, K. G. and Milward, H. B. (1995), A preliminary theory of network effectiveness: a comparative study of four community mental health systems. Administrative Science Quarterly, 40, 1, pp. 1–33. doi: 10.2307/2393698
   Web of Science ®Google Scholar
• Provan, K. G. and Milward, H. B. (2001), Do networks really work? A framework for evaluating public-sector organizational networks. Public Administration Review, 61, 4, pp. 414–23. doi: 10.1111/0033-3352.00045
   Web of Science ®Google Scholar
• Provan, K. G. and Lemaire, R. H. (2012), Core concepts and key ideas for understanding public sector organizational networks: using research to inform scholarship and practice. Public Administration Review, 72, 5, pp. 638–648. doi: 10.1111/j.1540-6210.2012.02595.x
   Web of Science ®Google Scholar
• Romzek, B. S. and LeRoux, K. (2012), A preliminary theory of informal accountability among network organizational actors. Public Administration Review, 72, 3, pp. 442–453. doi: 10.1111/j.1540-6210.2011.02547.x
   Web of Science ®Google Scholar
• Scapens, R. and Varoutsa, E. (2010), Accounting in inter-organizational relationships—the institutional theory perspective. In Håkansson, H., Kraus, K. and Lind, J. (Eds), Accounting in Networks (Routledge).
   Google Scholar
• Thomasson, A. (2009), Exploring the ambiguity of hybrid organizations. Financial Accountability & Management, 25, 3, pp. 353–366. doi: 10.1111/j.1468-0408.2009.00481.x
   Google Scholar
• Turrini, A., Cristofoli, D., Frosini, F. and Nasi, G. (2010), Networking literature about determinants of network effectiveness. Public Administration, 88, 2, pp. 528–550. doi: 10.1111/j.1467-9299.2009.01791.x
   Web of Science ®Google Scholar
• van Helden, J., Johnsen, A. and Vakkuri, J. (2008), Distinctive research patterns on public sector performance measurement of public administration and accounting discipline. Public Management Review, 10, 5, pp. 641–651. doi: 10.1080/14719030802264366
   Web of Science ®Google Scholar
• Yin, R. (1994), Case Study Research: Design and methods (2nd edn), (Sage).
   Google Scholar
• Young, J. J. (2006), Making up users. Accounting Organizations and Society, 31, 6, pp. 579–600. doi: 10.1016/j.aos.2005.12.005
   Web of Science ®Google Scholar