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New Uses of Outcomes Measures Under Austerity: the Case of Danish Municipalities

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  • Eva Moll Ghin

    (University of Copenhagen)

Abstract

This article argues that the use of performance information may change according to economic circumstances. In a fiscal crisis, policy-makers likely demand less documentation of service quality, but under longer-term term austerity they can use performance information, including outcomes measures, to target and reallocate scarce resources across organizational boundaries. The argument is tested in an analysis of six Danish municipalities after the financial crisis. In these cases, performance information was used in new ways. For instance, outcomes measures were linked to overall strategies and used in the budgeting process to promote the reallocation of resources towards more effective services.

Suggested Citation

  • Eva Moll Ghin, 2018. "New Uses of Outcomes Measures Under Austerity: the Case of Danish Municipalities," Public Organization Review, Springer, vol. 18(4), pages 543-560, December.
    • Handle: RePEc:kap:porgrv:v:18:y:2018:i:4:d:10.1007_s11115-017-0392-4
    DOI: 10.1007/s11115-017-0392-4
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    References listed on IDEAS

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    1. Carmine Bianchi & Salvatore Tomaselli, 2015. "A dynamic performance management approach to support local strategic planning," International Review of Public Administration, Taylor & Francis Journals, vol. 20(4), pages 370-385, October.
    2. Ivanyna, Maksym & Shah, Anwar, 2014. "How close is your government to its people? Worldwide indicators on localization and decentralization," Economics - The Open-Access, Open-Assessment E-Journal (2007-2020), Kiel Institute for the World Economy (IfW Kiel), vol. 8, pages 1-61.
    3. Christopher Pollitt, 2010. "Cuts and reforms — Public services as we move into a new era," Society and Economy, Akadémiai Kiadó, Hungary, vol. 32(1), pages 17-31, June.
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    Cited by:

    1. Dennis Pepple & Kehinde Olowookere, 2021. "Towards an Understanding of the Dynamics of Work and Employment Relations during Austerity," Public Organization Review, Springer, vol. 21(2), pages 281-297, June.

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