Conceptualizing dysfunctional consequences of performance measurement in the public sector

被引：28
|
作者：
Siverbo, Sven [1 ]
Caker, Mikael [2 ,3 ]
Akesson, Johan [3 ]
机构：
[1] Univ West, Sch Business Econ & IT, Trollhattan, Sweden
[2] NTNU, Trondheim Business Sch, Trondheim, Norway
[3] Univ Gothenburg, Sch Business Econ & Law, Gothenburg, Sweden
来源：
PUBLIC MANAGEMENT REVIEW | 2019年 / 21卷 / 12期
关键词：
Performance measurement; dysfunctional consequences; control system; MANAGEMENT CONTROL-SYSTEMS; INSTITUTIONAL LOGICS; HEALTH-CARE; RESPONSES; APPROPRIATENESS; MANAGERIAL; BEHAVIOR; ENGLISH; MATTERS; NHS;
D O I：
10.1080/14719037.2019.1577906
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
Performance measurement (PM) has become increasingly popular in the management of public sector organizations (PSOs). This is somewhat paradoxical considering that PM has been criticized for having dysfunctional consequences. Although there are reasons to believe that PM may have dysfunctional consequences, when they occur has not been clarified. The aim of this research is to conceptualize the dysfunctional consequences of PM in PSOs. Based on complementarity theory and contingency theory we conclude that dysfunctional consequences of PM are a matter of interactions between PM design and PM use, between control practices in the control system and between PM and context.
引用
收藏
页码：1801 / 1823
页数：23
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