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Conceptualizing dysfunctional consequences of performance measurement in the public sector
University West, School of Business, Economics and IT, Division of Business Administration.ORCID iD: 0000-0001-8860-6944
Trondheim Business School, NTNU, Trondheim, Norway; University of Gothenburg, School of Business, Economics and Law, Gothenburg, Sweden.
University of Gothenburg, School of Business, Economics and Law, Gothenburg, Sweden.
2019 (English)In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 21, no 12, p. 1801-1823Article in journal (Refereed) Published
Abstract [en]

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. © 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group.

Place, publisher, year, edition, pages
2019. Vol. 21, no 12, p. 1801-1823
Keywords [en]
Performance measurement, dysfunctional consequences, control system
National Category
Public Administration Studies
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
URN: urn:nbn:se:hv:diva-13759DOI: 10.1080/14719037.2019.1577906ISI: 000489582600003Scopus ID: 2-s2.0-85063003228OAI: oai:DiVA.org:hv-13759DiVA, id: diva2:1316393
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2015–00758
Note

Published online: 14 Mar 2019

Available from: 2019-05-17 Created: 2019-05-17 Last updated: 2020-01-30Bibliographically approved

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Siverbo, Sven

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