The performance function in local government: Does location impact performance data use?
Research has demonstrated that certain drivers increase the probability of performance data use in local government. One performance driver that has received minimal attention is where the performance function is organizationally located, even though prior research has shown that the organizational...
| Published in: | Public Administration Review Vol. 83; no. 5; pp. 1123 - 1136 |
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| Main Authors: | , , |
| Format: | Article |
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Wiley-Blackwell
Sep2023
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| Subjects: | |
| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=171105086&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 171105086 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333352 PBA jtl: Public Administration Review issn: 00333352 maglogo: Y pubinfo: dt: Sep2023 vid: 83 iid: 5 pid: 480 pub: Wiley-Blackwell artinfo: ui: 171105086 10.1111/puar.13651 ppf: 1123 ppct: 13 formats: fmt: – @attributes: type: T – @attributes: type: P size: 429KB tig: atl: The performance function in local government: Does location impact performance data use? aug: au: Rivenbark, William C. Fasiello, Roberta Tassi, Francesco affil: School of Government, University of North Carolina at Chapel Hill, Chapel Hill North Carolina,, USA Dipartimento di Scienze dell'Economia, University of Salento, Lecce, Italy su: Local government Organizational performance Performance management sug: subj: Local government Organizational performance Performance management ab: Research has demonstrated that certain drivers increase the probability of performance data use in local government. One performance driver that has received minimal attention is where the performance function is organizationally located, even though prior research has shown that the organizational placement of the performance function can potentially influence the design and use of performance measurement systems. Our study explores how the organizational placement of the performance function in local government influences key drivers of performance data use. We find evidence that performance functions located outside the budget office are more likely to promote the drivers of measurement system maturity, other management processes, and devolved decision‐making, which in turn increases the probability that local officials engage in performance data use. We also identify several research implications to advance the study and practice of performance management in local government and conclude with research limitations and suggestions for future research opportunities. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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