The role of performance measurement and management systems in changing public organizations: An exploratory study

References

• Andersen, S. C., & Nielsen, H. S. (2020). Learning from performance information. Journal of Public Administration Research and Theory, 30(3), 415–431. https://doi.org/10.1093/jopart/muz036
   Web of Science ®Google Scholar
• Andrews, R., & van de Walle, S. (2013). New public management and citizens’ perceptions of local service efficiency, responsiveness, equity and effectiveness. Public Management Review, 15(5), 762–783. https://doi.org/10.1080/14719037.2012.725757
   Web of Science ®Google Scholar
• Ateh, M. Y., Berman, E., & Prasojo, E. (2020). Intergovernmental strategies advancing performance management use. Public Performance & Management Review, 43(5), 993–1024. https://doi.org/10.1080/15309576.2020.1736588
   Web of Science ®Google Scholar
• Behn, R. D. (2003). Why measure performance? different purposes require different measures. Public Administration Review, 63(5), 586–606. https://doi.org/10.1111/1540-6210.00322
   Web of Science ®Google Scholar
• Bianchi, C., & Rua, R. S. (2022). A feedback view of behavioural distortions from perceived public service gaps at ‘street-level’ policy implementation: The case of unintended outcomes in public schools. Systems Research and Behavioural Science, 39(1), 63–84. https://doi.org/10.1002/sres.2771
   Web of Science ®Google Scholar
• Bianchi, C., & Xavier, J. A. (2017). The design and execution of performance management systems at state level: A comparative analysis of Italy and Malaysia. International Journal of Public Administration, 40(9), 744–755. https://doi.org/10.1080/01900692.2016.1191034
   Web of Science ®Google Scholar
• Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39(1), 97–122. https://doi.org/10.1111/1467-6486.00284
   Web of Science ®Google Scholar
• Brusca, I., Rossi, F. M., & Aversano, N. (2017). Performance measurement in Italian and Spanish Local governments: Comparative policy analysis. Journal of Comparative Policy Analysis: Research and Practice, 19(5), 470–486. https://doi.org/10.1080/13876988.2015.1094892
   Web of Science ®Google Scholar
• Byrne, B. M. (2010). Structural equation modeling with amos—basic concepts, applications and programming (2nd edn). Routledge.
   Google Scholar
• Chang, A. (2021). Resource stability and federal agency performance. The American Review of Public Administration, 51(5), 393–405. https://doi.org/10.1177/02750740211005046
   Web of Science ®Google Scholar
• Christensen, T., & Laegreid, P. (2007). The whole-of-government approach to public sector reform. Public Administration Review, 67(6), 1059–1066. https://doi.org/10.1111/j.1540-6210.2007.00797.x
   Web of Science ®Google Scholar
• Deschamps, C. (2022). Performance management in public service organizations: Can data be useful to managers even when it is flawed or gamed? International Public Management Journal, 25(5), 704–721. https://doi.org/10.1080/10967494.2020.1863886
   Web of Science ®Google Scholar
• Dhillon, J. P. S. (2022). Accountability fragmented? Exploring disjointed performance measurement in government. Public Money & Management, 42(2), 106–113. https://doi.org/10.1080/09540962.2020.1764253
   Web of Science ®Google Scholar
• Dobrolyubova, E. (2017). Evaluating performance of government inspection bodies: a possible approach. Journal of Public Administration and Policy, 10(2), 49–72. https://doi.org/10.1515/nispa-2017-0011
   Google Scholar
• Donadelli, F., Cunha, B. Q., & Dussauge-Laguna, M. I. (2020). ‘Post-NPM’ by force or fiat? A comparison of administrative reform trajectories in Brazil and Mexico. Public Administration and Development, 40(5), 255–266. https://doi.org/10.1002/pad.1897
   Web of Science ®Google Scholar
• Eckerd, A., Bulka, L., Nahapetian, E., & Castellow, D. (2021). Strategic planning and performance measurement: Engaging the community to develop performance metrics. Critical Policy Studies, 15(1), 1–20. https://doi.org/10.1080/19460171.2019.1660904
   Web of Science ®Google Scholar
• Eliuz, S., Kapucu, N., Ustun, Y., & Demirhan, C. (2017). Predictors of an effective performance measurement system: Evidence from municipal governments in Turkey. International Journal of Public Administration, 40(4), 329–341. https://doi.org/10.1080/01900692.2015.1113547
   Web of Science ®Google Scholar
• Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
   Web of Science ®Google Scholar
• Forza, C. (2002). Survey research in operations management: A process-based. International Journal of Operations & Production Management, 22(2), 152–194. https://doi.org/10.1108/01443570210414310
   Web of Science ®Google Scholar
• Gao, J. (2015). Political rationality vs. technical rationality in China’s target-based performance measurement system: The case of social stability maintenance. Policy and Society, 34(1), 37–48. https://doi.org/10.1016/j.polsoc.2015.03.005
   Web of Science ®Google Scholar
• George, B., Baekgaard, M., Decramer, A., Audenaert, M., & Goeminne, S. (2018). Institutional isomorphism, negativity bias and performance information use by politicians: A survey experiment. Public Administration, 98(1), 14–28. https://doi.org/10.1111/padm.12390
   Web of Science ®Google Scholar
• Gerrish, E. (2016). The Impact of performance management on performance in public organizations: A meta-analysis. Public Administration Review, 76(1), 48–66. https://doi.org/10.1111/puar.12433.48
   Web of Science ®Google Scholar
• Gigliotti, P., & Sorensen, L. C. (2022). Illusory effects of performance management: The case of contracts for excellence in New York school districts. Public Management Review, 24(3), 327–349. https://doi.org/10.1080/14719037.2020.1825779
   Web of Science ®Google Scholar
• Gil-Garcia, J. R., Gasco-Hernandez, M., & Pardo, T. A. (2020). Beyond transparency, participation and collaboration? A Reflection on the dimensions of open government. Public Performance & Management Review, 43(3), 483–502. https://doi.org/10.1080/15309576.2020.1734726
   Web of Science ®Google Scholar
• Gomes, R. C., & Lisboa, E. d. F. (2021). Public management reform in Brazil (2002-2019). Public Management Review, 23(2), 159–167. https://doi.org/10.1080/14719037.2020.1752037
   Web of Science ®Google Scholar
• Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2014). Multivariate data analysis (7th edn). Pearson Education.
   Google Scholar
• Hall, J. L., Shin, G., & Bartels, C. E. (2022). Measuring the effect of performance management in local economic development policy: The case of tax increment finance districts in the Dallas-Ft. Worth metroplex. Local Government Studies, 48(8), 628–654. https://doi.org/10.1080/03003930.2020.1869544
   Google Scholar
• Hameduddin, T., & Fernandez, S. (2019). Employee engagement as administrative reform: Testing the efficacy of the OPM’s employee engagement initiative. Public Administration Review, 79(3), 355–369. https://doi.org/10.1111/puar.13033
   Web of Science ®Google Scholar
• Hammerschmid, G., Van de Walle, S., Andrews, R., & Mostafa, A. M. S. (2019). New Public Management reforms in Europe and their effects: Findings from a 20-country top executive survey. International Review of Administrative Sciences, 85(3), 399–418. https://doi.org/10.1177/0020852317751632
   Web of Science ®Google Scholar
• Henri, J.-F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529–558. https://doi.org/10.1016/j.aos.2005.07.001
   Web of Science ®Google Scholar
• Hood, C. (1991). A public management for all seasons? Public Administration, 69(1), 3–19.
   Web of Science ®Google Scholar
• Hwang, K. (2019). Understanding complexity of administrative reform. International Journal of Organizational Analysis, 27(3), 630–643. https://doi.org/10.1108/IJOA-02-2018-1356
   Web of Science ®Google Scholar
• Igalla, M., Edelenbos, J., & Meerkerk, I. V. (2020). What explains the performance of community- based initiatives? Testing the impact of leadership, social capital, organizational capacity and government support. Public Management Review, 22(4), 602–632. https://doi.org/10.1080/14719037.2019.1604796
   Web of Science ®Google Scholar
• Ingrams, A. (2020). Administrative reform and the quest for openness: A Popperian review of open government. Administration & Society, 52(2), 319–340. https://doi.org/10.1177/0095399719875460
   Web of Science ®Google Scholar
• Johnsen, Å. (2015). Strategic management thinking and practice in the public sector: A strategic planning for all seasons ? Financial Accountability & Management, 31(3), 243–268.
   Web of Science ®Google Scholar
• Kellough, J. E., & Nigro, L. G. (2006). Dramatic reform in the public service: At-will employment and the creation of a new public workforce. Journal of Public Administration Research and Theory, 16(3), 447–466. https://doi.org/10.1093/jopart/mui052
   Web of Science ®Google Scholar
• Kim, Y. (2021). Searching for newness in management paradigms: An analysis of intellectual history in U.S. public administration. American Review of Public Administration, 51(2), 79–106. https://doi.org/10.1177/0275074020956678
   Web of Science ®Google Scholar
• Koufteros, X., Verghese, A. (., & Lucianetti, L. (2014). The effect of performance measurement systems on firm performance: A cross-sectional and a longitudinal study. Journal of Operations Management, 32(6), 313–336. https://doi.org/10.1016/j.jom.2014.06.003
   Web of Science ®Google Scholar
• Kroll, A., Neshkova, M. I., & Pandey, S. K. (2019). Spillover effects from customer to citizen orientation: How performance management reforms can foster public participation. Administration & Society, 51(8), 1227–1253. https://doi.org/10.1177/0095399716687341
   Web of Science ®Google Scholar
• Laffin, M. (2019). Explaining reforms: Post-New Public Management myths or political realities? Social housing delivery in England and France 1. International Review of Administrative Sciences, 85(1), 45–61. https://doi.org/10.1177/0020852317746223
   Web of Science ®Google Scholar
• Lewis, J. M. (2015). The politics and consequences of performance measurement. Policy and Society, 34(1), 1–12. https://doi.org/10.1016/j.polsoc.2015.03.001
   Web of Science ®Google Scholar
• Lichtmannegger, C., & Tobias, B. (2020). The interaction of multiple drivers of intra-organizational change in ministerial administrations: A study of three decades of structural reforms in the Austrian Ministry of Agriculture. Public Policy and Administration, 0–0. https://doi.org/10.1177/0952076720904439
   Web of Science ®Google Scholar
• Micheli, P., & Pavlov, A. (2020). What is performance measurement for? Multiple uses of performance information within organizations. Public Administration, 98(1), 29–45. https://doi.org/10.1111/padm.12382
   Web of Science ®Google Scholar
• Nitzl, C., Sicilia, M. F., & Steccolini, I. (2019). Exploring the links between different performance information uses, NPM cultural orientation and organizational performance in the public sector. Public Management Review, 21(5), 686–710. https://doi.org/10.1080/14719037.2018.1508609
   Web of Science ®Google Scholar
• Pilonato, S., & Monfardini, P. (2020). Performance measurement systems in higher education: How levers of control reveal the ambiguities of reforms. British Accounting Review, 52(3), 100908. https://doi.org/10.1016/j.bar.2020.100908
   Web of Science ®Google Scholar
• Plaček, M., Nemec, J., Ochrana, F., Půček, M., & Křápek, M. (2020). Do performance management schemes deliver results in the public sector? Observations from the Czech Republic. Public Money & Management, 41(8), 636–645. https://doi.org/10.1080/09540962.2020.1732053
   Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
   PubMed Web of Science ®Google Scholar
• Pollitt, C., & Dan, S. (2013). Searching for impacts in performance-oriented management reform. Public Performance & Management Review, 37(1), 7–32. https://doi.org/10.2753/PMR1530-9576370101
   Web of Science ®Google Scholar
• Rabovsky, T. M. (2014). Using data to manage for performance at public universities. Public Administration Review, 74(2), 260–272. https://doi.org/10.1111/puar.12185
   Web of Science ®Google Scholar
• Reiter, R., & Klenk, T. (2019). The manifold meanings of ‘post-New Public Management’—a systematic literature review. International Review of Administrative Sciences, 85(1), 11–27. https://doi.org/10.1177/0020852318759736
   Web of Science ®Google Scholar
• Schnell, S., & Jo, S. (2019). Which countries have more open governments? Assessing structural determinants of openness. American Review of Public Administration, 49(8), 944–956. https://doi.org/10.1177/0275074019854445
   Web of Science ®Google Scholar
• Siverbo, S., Cäker, M., & Åkesson, J. (2019). Conceptualizing dysfunctional consequences of performance measurement in the public sector. Public Management Review, 21(12), 1801–1823. https://doi.org/10.1080/14719037.2019.1577906
   Web of Science ®Google Scholar
• Smith, G., Halligan, J., & Mir, M. (2021). Does performance measurement improve public sector performance? A case of Australian government agencies. Australian Journal of Public Administration, 80(4), 713–731. https://doi.org/10.1111/1467-8500.12481
   Web of Science ®Google Scholar
• Smith, M., & Bititci, U. S. (2017). Interplay between performance measurement and management, employee engagement and performance. International Journal of Operations & Production Management, 37(9), 1207–1228. https://doi.org/10.1108/IJOPM-06-2015-0313
   Web of Science ®Google Scholar
• Taylor, J. (2021). Public Officials’ gaming of performance measures and targets: the nexus between motivation and opportunity. Public Performance & Management Review, 44(2), 272–293. https://doi.org/10.1080/15309576.2020.1744454
   Web of Science ®Google Scholar
• Van de Ven, A. H., & Ferry, D. L. (1980). Measuring and assessing organizations. John Wiley.
   Google Scholar
• Van Dooren, W., Bouckaert, G., Halligan, J., Dooren, W. V., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector (2nd edn). Routledge.
   Google Scholar
• Verbeeten, F. H. M. (2008). Performance management practices in public sector organizations Impact on performance. Accounting, Auditing & Accountability Journal, 21(3), 427–454. https://doi.org/10.1108/09513570810863996
   Google Scholar
• Verbeeten, F. H. M., & Speklé, R. F. (2015). Management control, results-oriented culture and public sector performance: Empirical evidence on new public management. Organization Studies, 36(7), 953–978. https://doi.org/10.1177/0170840615580014
   Web of Science ®Google Scholar
• West, D., & Blackman, D. (2015). Performance Management in the public sector. Australian Journal of Public Administration, 74(1), 73–81. https://doi.org/10.1111/1467-8500.12130
   Web of Science ®Google Scholar
• Widianto, S., Lestari, Y. D., Adna, B. E., Sukoco, B. M., & Nasih, M. (2021). Dynamic managerial capabilities, organisational capacity for change and organisational performance: The moderating effect of attitude towards change in a public service organisation. Journal of Organizational Effectiveness, 8(1), 149–172. https://doi.org/10.1108/JOEPP-02-2020-0028
   Google Scholar
• Xiaolong, T., & Christensen, T. (2019). Beyond NPM to post-NPM? A study of China’s Government reforms over the past 40 years. American Review of Public Administration, 49(7), 855–865. https://doi.org/10.1177/0275074019849122
   Web of Science ®Google Scholar
• Yetano, A., Matsuo, T., & Oura, K. (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), 28–57. https://doi.org/10.1080/15309576.2020.1817108
   Web of Science ®Google Scholar