References
- Amaratunga, D., & Baldry, D. (2002). Moving from performance measurement to performance management. Facilities, 20(5/6), 217–223. https://doi.org/https://doi.org/10.1108/02632770210426701
- Ammons, D. N. (2012). Municipal benchmarks (3rd ed.). Routledge.
- Ammons, D. N. (2020). Performance measurement for managing local government. Melvin & Leigh.
- Ammons, D. N., & Rivenbark, W. C. (2006). Gainsharing in local government. Popular Government, 71(3), 31–37.
- Ammons, D. N., & Rivenbark, W. C. (2008). Factors influencing the use of performance data to improve municipal services: Evidence from the North Carolina Benchmarking Project. Public Administration Review, 68(2), 304–318. https://doi.org/https://doi.org/10.1111/j.1540-6210.2007.00864.x
- Ammons, D. N., & Roenigk, D. J. (2015). Performance management in local government: Is practice influenced by doctrine? Public Performance & Management Review, 38(3), 514–541. https://doi.org/https://doi.org/10.1080/15309576.2015.1006461
- Angiola, N., & Bianchi, P. (2015). Public managers’ skills development for effective performance management: Empirical evidence from Italian local governments. Public Management Review, 17(4), 517–542. https://doi.org/https://doi.org/10.1080/14719037.2013.798029
- Ateh, M. Y., Berman, E., & Prasojo, E. (2020). Intergovernmental strategies advancing performance management use. Public Performance & Management Review, 45(5), 993–1024.
- Behn, R. D. (2003). Why measure performance? Different purposes require different measures. Public Administration Review, 63(5), 586–606. https://doi.org/https://doi.org/10.1111/1540-6210.00322
- Bianchi, C., & Rivenbark, W. C. (2012). A comparative analysis of performance management systems: The cases of Sicily and North Carolina. Public Performance & Management Review, 35(3), 509–526. https://doi.org/https://doi.org/10.2753/PMR1530-9576350307
- Borins, S. (2001). Public management innovation: Toward a global perspective. The American Review of Public Administration, 31(1), 5–21. https://doi.org/https://doi.org/10.1177/02750740122064802
- Bosire, D. K., Moses, N., & Evans, M. K. (2017). Human resource practices and service delivery in Kakamega County, Kenya. International Journal of Multidisciplinary and Current Research, 5, 1–5.
- Broadbent, J., & Laughlin, R. (2009). Performance management systems: A conceptual model. Management Accounting Research, 20(4), 283–295. https://doi.org/https://doi.org/10.1016/j.mar.2009.07.004
- Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66(s1), 44–45. https://doi.org/https://doi.org/10.1111/j.1540-6210.2006.00665.x
- Cope, G. H. (1987). Local government budgeting and productivity. Friends or foes? Public Productivity Review, 10(3), 45–57. https://doi.org/https://doi.org/10.2307/3380086
- Coplin, W. D., Merget, A. E., & Bourdeaux, C. (2002). The professional researcher as change agent in the government-performance movement. Public Administration Review, 62(6), 699–711. https://doi.org/https://doi.org/10.1111/1540-6210.00252
- Crosby, B. C., & Bryson, J. M. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. The Leadership Quarterly, 21(2), 211–230. https://doi.org/https://doi.org/10.1016/j.leaqua.2010.01.003
- de Lancer Julnes, P., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations: An empirical study of factors affecting adoption and implementation. Public Administration Review, 61(6), 693–708. https://doi.org/https://doi.org/10.1111/0033-3352.00140
- de Waal, A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688–697. https://doi.org/https://doi.org/10.1108/00251740310496206
- Grimmelikhuijsen, S., Jilke, S., Olsen, A., & Tummers, L. (2017). Behavioral public administration: Combining insights from public administration and psychology. Public Administration Review, 77(1), 45–56. https://doi.org/https://doi.org/10.1111/puar.12609
- Hatry, H. P. (1980). Performance measurement principles and techniques: An overview for local government. Public Productivity Review, 4(4), 312–339. https://doi.org/https://doi.org/10.2307/3379974
- Hatry, H. P. (2006). Performance measurement: Getting results. Urban Institute Press.
- Holzer, M., & Yang, K. (2004). Performance measurement and improvement: An assessment of the state of the art. International Review of Administrative Sciences, 70(1), 15–31. https://doi.org/https://doi.org/10.1177/0020852304041228
- International City/County Management Association (2002). The municipal yearbook. ICMA.
- Johnsen, A., Meklin, P., Oulasvirta, L., & Vakkuri, J. (2001). Performance auditing in local government: An exploratory study of perceived efficiency of municipal value for money auditing in Finland and Norway. European Accounting Review, 10(3), 583–599. https://doi.org/https://doi.org/10.1080/09638180126803
- Jung, C. S. (2014). Extending the theory of goal ambiguity to programs: Examining the relationship between goal ambiguity and performance. Public Administration Review, 74(2), 205–219. https://doi.org/https://doi.org/10.1111/puar.12176
- Kloot, L., & Martin, J. (2000). Strategic performance management: A balanced approach to performance management issues in local government. Management Accounting Research, 11(2), 231–251. https://doi.org/https://doi.org/10.1006/mare.2000.0130
- Kroll, A. (2015a). Drivers of performance information use. Public Performance & Management Review, 38(3), 459–486. https://doi.org/https://doi.org/10.1080/15309576.2015.1006469
- Kroll, A. (2015b). Explaining the use of performance information by public managers: A planned-behavior approach. The American Review of Public Administration, 45(2), 201–215. https://doi.org/https://doi.org/10.1177/0275074013486180
- Kroll, A., & Moynihan, D. P. (2015). Does training matter? Evidence from performance management reforms. Public Administration Review, 75(3), 411–420. https://doi.org/https://doi.org/10.1111/puar.12331
- Linna, P., Pekkola, S., Ukko, J., & Melkas, H. (2010). Defining and measuring productivity in the public sector: Managerial perceptions. International Journal of Public Sector Management, 23(5), 479–499. https://doi.org/https://doi.org/10.1108/09513551011058493
- Lu, E. Y., & Willoughby, K. (2019). Public performance budgeting: Principles and practice. Routledge.
- Mayne, J. (2007). Challenges and lessons in implementing results-based management. Evaluation, 13(1), 87–109. https://doi.org/https://doi.org/10.1177/1356389007073683
- Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Georgetown University Press.
- Moynihan, D. P., & Pandey, S. K. (2004). Testing how management matters in an era of government by performance management. Journal of Public Administration Research and Theory, 15(3), 421–439. https://doi.org/https://doi.org/10.1093/jopart/mui016
- Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849–866. https://doi.org/https://doi.org/10.1093/jopart/muq004
- Moynihan, D. P., Baekgaard, M., & Jakobsen, M. L. (2020). Tackling the performance regime paradox: A problem-solving approach engages professional goal-based learning. Public Administration Review, 80(6), 1001–1010. https://doi.org/https://doi.org/10.1111/puar.13142
- Nisio, A., De Carolis, R., & Losurdo, S. (2014). Use of performance information in Italian municipalities: Some empirical evidences. Administration and Public Management, 22, 6–25.
- Norman, R. (2007). Managing outcomes while accounting for outputs: Redefining “public value” in New Zealand’s performance management system. Public Performance & Management Review, 30(4), 536–549. https://doi.org/https://doi.org/10.2753/PMR1530-9576300404
- O’Toole, D. E., & Stipak, B. (1988). Budgeting and productivity revisited. The local government picture. Public Productivity Review, 12(1), 1–12. https://doi.org/https://doi.org/10.2307/3380435
- Poister, T. H. (2003). Measuring performance in public and nonprofit organizations. Jossey-Bass.
- Poister, T. H., & Streib, G. (1989). Management tools in municipal government: Trends over the past decade. Public Administration Review, 49(3), 240–248. https://doi.org/https://doi.org/10.2307/977006
- Poister, T. H., & Streib, G. (1994). Municipal management tools from 1976 to 1993: An overview and update. Public Productivity & Management Review, 18(2), 115–125. https://doi.org/https://doi.org/10.2307/3380641
- Poister, T. H., & Streib, G. (1999). Performance measurement in municipal government: Assessing the state of the practice. Public Administration Review, 59(4), 325–335. https://doi.org/https://doi.org/10.2307/3110115
- Pollitt, C., & Bouckaert, G. (2017). Public management reform (4th ed.). Oxford University Press.
- Redburn, F. S., Shea, R. J., & Buss, T. F. (2007). Performance management and budgeting: How governments can learn from experience. Routledge.
- Ridley, C. E., & Simon, H. A. (1937). Technique of appraising standards. Public Management, 19(2), 46–49.
- Rivenbark, W. C., & Ammons, D. N. (2005). Rewarding greater accountability with increased managerial flexibility in Davidson County. Popular Government, 70(2), 12–19.
- Rivenbark, W. C., & Kelly, J. M. (2003). Management innovation in smaller municipal government. State and Local Government Review, 35(3), 196–205. https://doi.org/https://doi.org/10.1177/0160323X0303500305
- Rivenbark, W. C., Fasiello, R., & Adamo, S. (2016). Moving beyond innovation diffusion in smaller local governments: Does performance management exist? Public Administration Quarterly, 40(4), 73–98.
- Rivenbark, W. C., Fasiello, R., & Adamo, S. (2019). Exploring performance management in Italian local government: The necessity of outcome measures and citizen participation. The American Review of Public Administration, 49(5), 545–553. https://doi.org/https://doi.org/10.1177/0275074018775125
- Sanderson, I. (2001). Performance management, evaluation and learning in ‘modern’ local government. Public Administration, 79(2), 297–313. https://doi.org/https://doi.org/10.1111/1467-9299.00257
- Speklè, R. F., & Verbeeten, F. H. M. (2014). The use of performance measurement systems in the public sector: Effects on performance. Management Accounting Research, 25(2), 131–146. https://doi.org/https://doi.org/10.1016/j.mar.2013.07.004
- Witesman, E. M., & Wise, C. R. (2012). The reformer’s spirit: How public administrators fuel training in the skills of good governance. Public Administration Review, 72(5), 710–720. https://doi.org/https://doi.org/10.1111/j.1540-6210.2012.02586.x
- Yang, K., & Hsieh, J. Y. (2007). Managerial effectiveness of government performance measurement: Testing a middle‐range model. Public Administration Review, 67(5), 861–879. https://doi.org/https://doi.org/10.1111/j.1540-6210.2007.00774.x
- Yetano, A. (2013). What drives the institutionalization of performance measurement and management in local government. Public Performance & Management Review, 37(1), 59–86. https://doi.org/https://doi.org/10.2753/PMR1530-9576370103
- Yetano, A., Matsuo, T., & Oura, K. (2021). Diagnostic and interactive use of PMM by Japanese local government: Does the context affect the fitness of use? Public Performance & Management Review, 44(1), 28–57. https://doi.org/https://doi.org/10.1080/15309576.2020.1817108