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How Performance Measurement Systems Support Managerial Actions in Networks: Evidence from an Italian Case Study

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  • Deborah Agostino
  • Michela Arnaboldi

Abstract

This study addresses the role of Performance Measurement Systems (PMS) in public networks to investigate how PMS processes support the network managerial actions known as connecting, exploring content, arranging, and process agreements. A case study methodology was used to investigate the actions taken by management concerning the local transport network of an Italian region. The network actors and their use of the relative PMS processes were followed over a period of 3 years, from 2008 to 2011. Results provide evidence on the interconnection between managerial actions and PMS, highlighting its contribution to empowering and involving actors at a distance. Copyright Springer Science+Business Media New York 2015

Suggested Citation

  • Deborah Agostino & Michela Arnaboldi, 2015. "How Performance Measurement Systems Support Managerial Actions in Networks: Evidence from an Italian Case Study," Public Organization Review, Springer, vol. 15(1), pages 117-137, March.
    • Handle: RePEc:kap:porgrv:v:15:y:2015:i:1:p:117-137
    DOI: 10.1007/s11115-013-0264-5
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    References listed on IDEAS

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    1. Agostino, Deborah & Arnaboldi, Michela, 2012. "Design issues in Balanced Scorecards: The “what” and “how” of control," European Management Journal, Elsevier, vol. 30(4), pages 327-339.
    2. Joris Voets & Wouter Van Dooren & Filip De Rynck, 2008. "A Framework for Assessing the Performance of Policy Networks," Public Management Review, Taylor & Francis Journals, vol. 10(6), pages 773-790.
    3. Henri, Jean-Francois, 2006. "Organizational culture and performance measurement systems," Accounting, Organizations and Society, Elsevier, vol. 31(1), pages 77-103, January.
    4. Alisa Hicklin, 2004. "Network Stability: Opportunity or Obstacles?," Public Organization Review, Springer, vol. 4(2), pages 121-133, June.
    5. Stephen Sargent, 2011. "Modeling Network Management: An Examination of Internal and External Strategies," Public Organization Review, Springer, vol. 11(4), pages 335-349, December.
    6. Hall, Matthew, 2010. "Accounting information and managerial work," Accounting, Organizations and Society, Elsevier, vol. 35(3), pages 301-315, April.
    7. Chua, Wai Fong, 1995. "Experts, networks and inscriptions in the fabrication of accounting images: A story of the representation of three public hospitals," Accounting, Organizations and Society, Elsevier, vol. 20(2-3), pages 111-145.
    8. Hall, Matthew, 2010. "Accounting information and managerial work," LSE Research Online Documents on Economics 28539, London School of Economics and Political Science, LSE Library.
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    Cited by:

    1. Patrizia Pastore & Antonio Ricciardi & Silvia Tommaso, 2020. "Contractual networks: an organizational model to reduce the competitive disadvantage of small and medium enterprises (SMEs) in Europe’s less developed regions. A survey in southern Italy," International Entrepreneurship and Management Journal, Springer, vol. 16(4), pages 1503-1535, December.
    2. Frida Betto & Alberto Sardi & Patrizia Garengo & Enrico Sorano, 2022. "The Evolution of Balanced Scorecard in Healthcare: A Systematic Review of Its Design, Implementation, Use, and Review," IJERPH, MDPI, vol. 19(16), pages 1-22, August.
    3. Vincenzo Vignieri & Carmine Bianchi & Astrid Pietrosi & Giuseppe Provenzale, 2019. "Il contributo delle reti sanitarie "spontanee" al miglioramento degli outcome: opportunit? e sfide nella prospettiva della progettazione dei sistemi di programmazione e controllo," MECOSAN, FrancoAngeli Editore, vol. 2019(109), pages 83-104.

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