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Performance management challenges in hybrid NPO/public sector settings: an Irish case

Author

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  • Frank J. Conaty

Abstract

Purpose - This paper explores the characteristics and organisational attributes of hybrid non‐profit organisation (NPO)/public sector settings to identify the particular challenges presented for performance management and to further explore the extent to which such characteristics and attributes might impinge on a move to “performance governance” as a performance framework ideal type. Design/methodology/approach - A preliminary case study of an Irish NPO/public sector hybrid organisation was used to ground a review of NPO and public sector performance management concepts and theoretical developments. The review focused on the implications of organisational characteristics/attributes of the hybrid case study organisation for performance management. Findings - Five organisational characteristics/attributes are identified as central to the understanding of the challenges for performance management in such settings: inter‐stakeholder relationships; tensions across priority objectives; culture and institutional clashes; power distribution; and interdependent stress. Further, it is suggested that while the adoption of collaborative public sector models suggests a move toward performance governance, the performance challenges identified in the hybrid setting give rise to particular barriers to any substantive movement in that direction. Originality/value - Performance of NPO/public sector hybrid organisations has only relatively recently attracted the attention of researchers. The paper contributes to this emerging area by identifying certain organisational characteristics/attributes particular to such hybrids that are critical to understanding the challenges for performance management in such settings.

Suggested Citation

  • Frank J. Conaty, 2012. "Performance management challenges in hybrid NPO/public sector settings: an Irish case," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 290-309, March.
  • Handle: RePEc:eme:ijppmp:v:61:y:2012:i:3:p:290-309
    DOI: 10.1108/17410401211205650
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    Citations

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    Cited by:

    1. Francis Amagoh, 2015. "Improving the credibility and effectiveness of non-governmental organizations," Progress in Development Studies, , vol. 15(3), pages 221-239, July.
    2. Conaty, Frank & Robbins, Geraldine, 2021. "A stakeholder salience perspective on performance and management control systems in non-profit organisations," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 80(C).
    3. Juliana Abagsonema Abane & Edward Brenya, 2021. "The relationship between organizational environment antecedents and performance management in local government: evidence from Ghana," Future Business Journal, Springer, vol. 7(1), pages 1-17, December.
    4. Fabio De Matteis, 2022. "Elementi di performance governance nei servizi sanitari: alcune evidenze empiriche sullo stato dell?arte nella sanità p," MECOSAN, FrancoAngeli Editore, vol. 2022(121), pages 7-30.

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