This article focuses on what some sceptics see as disillusionment with conventional evaluation practice, in that many governments experience only limited use of evaluation fi ndings. This has contributed to a signifi cant increase in results-based performance measurement. Yet not everyone in the evaluation community welcomes this development. The authors make the point that signifi cant complementarities exist between evaluation and performance measurement and therefore the boundaries between these practices may need to be redefi ned. In other words, evaluators will need to enter into a constructive dialogue with performance management practitioners. By investigating their methodological similarities and differences, the authors argue that evaluation studies and performance measurement are highly complementary forms of knowledge production. Finally, they argue that evaluation tools may in fact strengthen a number of the identifi ed shortcomings of performance measurement systems when applied in performance management.K E Y WO R D S : performance management; performance measurement; performance monitoring; results-based monitoring and evaluation systemsIn this article, we take the position that evaluation and performance measurement are complementary forms of knowledge production and, in order to harvest the synergies, boundaries between these two practices may need to be redefi ned.While several authors agree that performance management and evaluation have complementary roles (e.g. Mayne, 2007;Rist, 2006; and many more), little has been said about the actual complementarities. 1 This article takes the following approach: (i) we argue that evaluation studies and performance measurement are indeed complementary, but the types of complementarity differ (McDavid and Hawthorn, 2006: 5; Rist, 2006: 9-10); (ii) we examine the form and content of evaluation studies and performance measurement in a process framework; (iii) fi nally, we argue that evaluation tools may remedy a number of the shortcomings of performance measurement when applied in performance management and thus contribute to research-based policy development. Evaluation
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