Performance information use in public administration: an exploratory study of determinants and effects
The aim of the research is to contribute to a better understanding of how performance information is used by public managers, the determinants of use and its effects. We selected two central government case studies from Italy, a country that has adopted several reforms on performance management since the early 1990s. For each ministry we interviewed people responsible for the design and functioning of the performance management system and top managers that are supposed to use performance information when taking decisions. Results show the prevalence of passive rather than purposeful use. Motivations and obstacles to the use of performance information are identified, drawing relevant practical and policy implications.
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Journal of Management and Governance