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The New Public Management in hybrid settings: New challenges for performance measures

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  • Deborah Agostino
  • Michela Arnaboldi

Abstract

This study questions whether Performance Measurement Systems (PMSs) defined under the New Public Management (NPM) logic fit the needs of hybrid settings where inter-organizational relationships exist between multiple actors in charge of service delivery. After outlining the key characteristics of an NPM-based PMS and its limitations in hybrid settings, an exploratory case study was carried out on a public network in charge of delivering a local public transport service. The network was particularly appropriate, as it initially endorsed an NPM-based PMS. Findings show problems in using the PMS and adapting the model, which led to the development of new features and requirements. Using a theoretical triangulation, it was possible to draw a more general insight into the characteristics of a PMS in a hybrid setting, here called a relational and participative PMS.

Suggested Citation

  • Deborah Agostino & Michela Arnaboldi, 2015. "The New Public Management in hybrid settings: New challenges for performance measures," International Review of Public Administration, Taylor & Francis Journals, vol. 20(4), pages 353-369, October.
    • Handle: RePEc:taf:rrpaxx:v:20:y:2015:i:4:p:353-369
    DOI: 10.1080/12294659.2015.1088686
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    Cited by:

    1. Deborah Agostino & Michela Arnaboldi, 2017. "Rational and ritualistic use of key performance indicators in hybrid organizations," Public Money & Management, Taylor & Francis Journals, vol. 37(6), pages 409-416, September.
    2. M. Shamsul Haque, 2020. "Entrepreneurship‐driven public management reforms in Southeast Asia: Critical implications for public accountability," Public Administration & Development, Blackwell Publishing, vol. 40(4), pages 220-231, October.
    3. Tomi Rajala & Harri Laihonen & Jarmo Vakkuri, 2020. "Exploring challenges of boundary-crossing performance dialogues in hybrids," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 24(3), pages 799-820, September.

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