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

Agostino, Deborah; Arnaboldi, Michela

doi:10.1080/12294659.2015.1088686

Cited by 11 publications

(15 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Adopting inter-organisational performance management systems aims to turn performance management into performance governance that operates within and across public, private and third sector interfaces and relies on inter-sectoral co-processes (Bouckaert and Halligan 2008). One way to create inter-organisational collaboration in performance management is to use dialogue that engages all necessary actors in developing an organisation's performance (Agostino and Arnaboldi 2015). In this article, dialogue that addresses performance management tasks is called performance dialogue.…”

Section: Introductionmentioning

confidence: 99%

Exploring challenges of boundary-crossing performance dialogues in hybrids

2019

View full text Add to dashboard Cite

Literature on performance management in hybrid organisations remains lacking, even though they increasingly are providing public services. This study created new knowledge on performance management in hybrid organisations by answering a question that addressed what kinds of challenges are in hybrid organisation's boundary-crossing performance dialogues. Boundary-crossing performance dialogues here refer to performance management discussions between representatives of public and private sector organisations forming the hybrid. To answer the proposed question, a case study approach based on interviews and documents was chosen. Using inductive content analysis, the study identified several challenges that occurred during the boundary-crossing dialogues. This contributes to existing research on performance management in hybrid organisations. For practitioners, the results provide insights for tackling the specific problems of performance management in hybrid organisations.

show abstract

Section: Introductionmentioning

confidence: 99%

Exploring challenges of boundary-crossing performance dialogues in hybrids

2019

View full text Add to dashboard Cite

show abstract

“…Although this is a regional context of the rising executive power or elite capture as a challenge to accountability in Southeast Asia, it should be mentioned that such a challenge to accountability has been observed by some scholars in other regions of the world (see Agostino & Arnaboldi, 2015;Jantz & Jann, 2013;Puppim de Oliveira, 2017).…”

Section: Further Observation and Conclusionmentioning

confidence: 86%

“…But the recent entrepreneurship-driven public sector reforms have led to a significant shift in the normative benchmarks of accountability in favor of pro-market goals such as efficiency, competition, effectiveness, value-for-money, and customer choice (Agostino & Arnaboldi, 2015;Therkildsen, 2001;Waring, 2015). In line with this global trend, such normative changes in public management can be observed also in most countries in Southeast Asia, which have implications for what goals the public officials are accountable to achieve.…”

Section: Consequences For Normative Benchmarks Of Accountabilitymentioning

confidence: 99%

“…Such entrepreneurship‐driven reforms like divestments, partnerships, and service contracts bring multiple external players (e.g., business entrepreneurs), weaken effective control over public management needed for public accountability (Agostino & Arnaboldi, 2015; Minassians, 2015). Similarly, reforms in favor of managerial autonomy and result‐based performance can reduce the capacity of elected representatives to exercise political control over public management (Mattei, 2007).…”

Section: Transition To Entrepreneurial Public Management In Southeastmentioning

confidence: 99%

See 1 more Smart Citation

Entrepreneurship‐driven public management reforms in Southeast Asia: Critical implications for public accountability

Haque

2020

Public Admin & Development

View full text Add to dashboard Cite

In recent decades, public management has been restructured worldwide for greater efficiency and innovation based on entrepreneurship-driven models such as Reinventing Governance, New Public Management, and post-NPM frameworks. The primary intent of these businesslike models is instilling entrepreneurship, which would encourage risk-taking innovation, managerial autonomy, performance orientation, and customer choice. Such entrepreneurial orientation is embedded in organizationalmanagerial reforms related to human resource management, budgeting framework, performance benchmarking, and so on. These entrepreneurship-driven reforms have significant impacts on administrative structure, procedures, and norms affecting the process of public sector accountability. In line with such global trends, most countries in Southeast Asia have embraced some of these pro-market business-type reforms in public management to enhance its entrepreneurship, innovation, and competition, which have implications for managerial control, neutrality, regulation, and integrity required for public accountability. This article explores these entrepreneurship-driven reforms in the region and evaluates their critical implications for the long-established institutions, structures, and procedures of public accountability.

show abstract

“…A fundamental change in performance management practices has recently been predicted (Bititci et al, 2012). In this change, performance management becomes a more social process by including more people to management practices (Agostino and Arnaboldi, 2015;2018).…”

Section: Introductionmentioning

confidence: 99%

Why is dialogue on performance challenging in the public sector?

Rajala

Laihonen

Haapala

2018

MBE

View full text Add to dashboard Cite

This study aims to understand performance management as a social phenomenon by investigating the challenges of performance dialogue, a phenomenon where participants jointly interpret performance information and discuss it while identifying the actions needed to manage the performance according to this information Design: The research aim is achieved by conducting an interview study. Empirical data was gathered by interviewing 30 public managers in three Finnish municipalities and subjecting it to content analysis utilizing inductive category development. Findings: The research provides empirical evidence from challenges in engaging in performance dialogue. It moreover derives a comprehensive conceptual model categorizing factors inhibiting performance dialogue. Practical implications: Difficulties conducting organizational performance dialogues are better explained. The findings support the management of performance dialogue by helping practitioners to identify challenges associated to these dialogues. Originality/value: This study contributes to current conversations on performance management by showing that performance dialogues are no miracle cure for problems in performance information use. Moreover, we demonstrate that complications in performance information use are intertwined in many ways.

show abstract

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

Cited by 11 publications

References 39 publications

Exploring challenges of boundary-crossing performance dialogues in hybrids

Exploring challenges of boundary-crossing performance dialogues in hybrids

Entrepreneurship‐driven public management reforms in Southeast Asia: Critical implications for public accountability

Why is dialogue on performance challenging in the public sector?

Contact Info

Product

Resources

About