Behavioral and institutional performance management theories are popular. Here is why we need to add a relational perspective
Datos Bibliográficos
| ID | 20201370 |
|---|---|
| Autores | Alexander Kroll (0000-0002-2825-8607, Florida International University, autor de correspondencia) |
| Año | 2023 |
| Volumen | 35 |
| Número | 1 |
| Páginas | 1-11 |
| Fecha de publicación | 2023-01-24 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Journal of Public Budgeting Accounting & Financial Management (JOURNAL) |
| Identificadores de la revista | ISSN: 1096-3367 • E-ISSN: 1945-1814 |
| Editorial | Emerald (PUBLISHER) |
| DOI | 10.1108/jpbafm-04-2022-0063 |
| OpenAlex | W4285726099 |
| Idioma | EN |
| Citas recibidas | 3 |
| Referencias citadas | 41 |
Purpose Recently, Modell (2022) and James et al. (2020) provided reviews of the performance management literature that subscribe to an institutional or behavioral perspective, respectively. This article draws attention to an alternative theoretical approach – the relational perspective. Design/methodology/approach The article is based on a review of different literature. Findings Decision-making in public organizations becomes more participatory or distributed, and service provision is increasingly collaborative. In line with these trends in public administration practice, performance management theory needs to be updated and principal-agent assumptions expanded. A relational perspective could provide such an update. This perspective emphasizes the group as the unit of analysis and the importance of collaborative routines to select, define, and use performance practices and metrics. The perspective also draws attention to the role of networks, social processes, and negotiations within teams, as well as group dynamics in decision-making. Originality/value The article outlines avenues for future relational research on performance management efforts, with the intention to encourage more empirical work in this area. The article also theorizes about promising connections between the relational, institutional, and behavioral perspectives, specifically linking a relational research agenda to propositions made by Modell (2022)
Economics · Knowledge management · Management science · Negotiation · Originality · Qualitative research · Social science · Sociology · Accounting and Organizational Management · Community Health and Development · Computer Science · Public Policy and Administration Research
Drivers of Performance Information Use
Twenty-Five Years of Hidden Profiles in Group Decision Making
The Politically Motivated Reasoning Paradigm, Part 1
Evaluating the Productivity of Collaborative Governance Regimes
Institutional Logics
An institutional perspective on performance measurement and management in the ‘new public sector’
Managing Legitimacy
Maps of Bounded Rationality
PMM and beyond – reflections on the paper “new developments in institutional research on performance measurement and management in the public sector”
Governance and accountability in hybrid organizations – past, present and future
In control we trust!? Exploring formal control configurations for municipally owned corporations
“What is going on in the ‘big tent’?” Current developments in (new) institutional theory and performance measurement and management research
New developments in institutional research on performance measurement and management in the public sector
Mechanisms of Social Capital in Organizations
Closer Than “Arms Length”
Human Interest or Hard Numbers? Experiments on Citizens’ Selection, Exposure, and Recall of Performance Information
Getting a Grip on the Performance of Collaborations
Behavioral Public Administration
Framing Effects under Different Uses of Performance Information
The Design and Implementation of Cross‐Sector Collaborations
The role(s) of accounting and performance measurement systems in contemporary public administration
Public Value Creation by Cross‐sector Collaborations
Regulating Public Services
The Impact of Performance Management on Performance in Public Organizations
Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance
The Big Question for Performance Management
How Do Politicians Attribute Bureaucratic Responsibility for Performance? Negativity Bias and Interest Group Advocacy
A Behavioral Model of Public Organizations
Agents or Stewards
Does Benchmarking Encourage Improvement or Convergence? Evaluating North Carolina’s Fiscal Benchmarking Tool
Networks in Public Administration Scholarship
The Role of Evidence in Politics
| Obras citantes distintas | 3 |
|---|---|
| Citas por año | 1 |
| Intervalo de citas | 2023 - 2026 (4) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 3 |