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The Sustainability Assumption in Performance Management Reforms: Revisiting the Patterns of Implementation

Author

Listed:
  • Antoine Genest-Grégoire

    (Université de Sherbrooke)

  • Étienne Charbonneau

    (École nationale d’administration publique)

  • Daniel E. Bromberg

    (University of New Hampshire)

Abstract

The sustainability assumption -that once a department, ministry or agency adopts performance measurement tools, it will stay that way- undermines the analyses of performance reforms and performance management practices. The results from analyzing longitudinal descriptive evidence from a unique dataset in a Canadian province are that the implementation and the stability of performance tools uses within ministries and agencies contradicts the sustainability assumption. Mazmanian and Sabatier’s (1989; 1980) cumulative incrementalism scenario is not observed; there is much volatility in performance management from former adopters. Performance management might be much more volatile than practitioners and academics realize.

Suggested Citation

  • Antoine Genest-Grégoire & Étienne Charbonneau & Daniel E. Bromberg, 2018. "The Sustainability Assumption in Performance Management Reforms: Revisiting the Patterns of Implementation," Public Organization Review, Springer, vol. 18(4), pages 525-542, December.
    • Handle: RePEc:kap:porgrv:v:18:y:2018:i:4:d:10.1007_s11115-017-0391-5
    DOI: 10.1007/s11115-017-0391-5
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    References listed on IDEAS

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    1. Kristin Reichborn-Kjennerud, 2015. "Resistance to Control—Norwegian Ministries’ and Agencies’ Reactions to Performance Audit," Public Organization Review, Springer, vol. 15(1), pages 17-32, March.
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    Cited by:

    1. Abdorreza Ghanizadeh & Roohallah Noori & Akbar Hassanpoor & Yousef Vakili, 2023. "Considering and Validating the Leadership as a Driver in Public Sector Organizations Performance Management," Public Organization Review, Springer, vol. 23(1), pages 23-41, March.

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