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Developments: Coping with Ambiguity: Reconciling External Legitimacy and Organizational Implementation in Performance Measurement

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  • Alan Lawton
  • David McKevitt
  • Michelle Millar

Abstract

This article reports the results of a study of the implementation of performance measurement in 74 UK public sector organizations. Performance measurement is often imposed on organizations by external stakeholders and those charged with implementation have to reconcile the demands of competing interests. These interests reflect the complex relations that ‘street-level’ public organizations engage in. The authors use institutional theory to make sense of how these relations, and the competing demands of performance measurement, are managed.

Suggested Citation

  • Alan Lawton & David McKevitt & Michelle Millar, 2000. "Developments: Coping with Ambiguity: Reconciling External Legitimacy and Organizational Implementation in Performance Measurement," Public Money & Management, Taylor & Francis Journals, vol. 20(3), pages 13-20, July.
    • Handle: RePEc:taf:pubmmg:v:20:y:2000:i:3:p:13-20
    DOI: 10.1111/1467-9302.00218
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    Citations

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    Cited by:

    1. Aki J��skel�inen & Harri Laihonen, 2014. "A strategy framework for performance measurement in the public sector," Public Money & Management, Taylor & Francis Journals, vol. 34(5), pages 355-362, September.
    2. Arnaboldi, Michela & Azzone, Giovanni, 2010. "Constructing performance measurement in the public sector," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 21(4), pages 266-282.
    3. Richard Douglas Kamara, 2020. "Outcomes-based performance management through measuring indicators: Collaborative governance for local economic development (LED) in South African municipalities," Technium Social Sciences Journal, Technium Science, vol. 9(1), pages 1-19, July.
    4. Robyn Pilcher, 2005. "Financial Reporting and Local Government Reform – a (Mis)Match?," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 2(2), pages 171-192, September.
    5. Myeonggil Choi & Jungwoo Lee & Kumju Hwang, 2018. "Information Systems Security (ISS) of E-Government for Sustainability: A Dual Path Model of ISS Influenced by Institutional Isomorphism," Sustainability, MDPI, vol. 10(5), pages 1-25, May.
    6. D. I. Ochonogor & E. Amah, 2021. "Managerial Resourcefulness and Quality Service Delivery: The Place of Information Sharing in Public Sector Organizations," Business, Management and Economics Research, Academic Research Publishing Group, vol. 7(3), pages 101-107, 09-2021.
    7. Teddy Jurnali & A.K. Siti-Nabiha, 2015. "Performance Management System for Local Government: The Indonesian Experience," Global Business Review, International Management Institute, vol. 16(3), pages 351-363, June.
    8. Lino Cinquini & Cristina Campanale & Flavio Del Bianco & Chiara Oppi, 2021. "Un modello di performance management per mitigare il problema dell?ambiguit? nell?organizzazione della prevenzione collettiva: il caso della Regione Friuli-Venezia Giulia," MECOSAN, FrancoAngeli Editore, vol. 0(117), pages 77-109.
    9. Sven Modell, 2005. "Performance Management in the Public Sector: Past Experiences, Current Practices and Future Challenges," Australian Accounting Review, CPA Australia, vol. 15(37), pages 56-66, November.
    10. Enrico Bracci & Laura Maran, 2011. "Performance measurement in the public sector: some theoretical and practical reflections," Working Papers 201121, University of Ferrara, Department of Economics.

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