Examining Perceived Honest Performance Reporting by Public Organizations: Bureaucratic Politics and Organizational Practice

Posted: 31 Dec 2008

See all articles by Kaifeng Yang

Kaifeng Yang

Florida State University - Askew School of Public Administration and Policy

Date Written: January 2009

Abstract

The credibility of performance information provided by government agencies to their stakeholders is critical to performance-based accountability and policy learning. However, the public administration literature has rarely paid attention to the determinants of honest performance reporting. This study draws on the multi-actor principal-agent model and examines how bureaucratic politics (external and internal) and organizational practice (participation and culture) affect an organization's performance reporting. Based on survey data from Taiwan, the results show that supportive external environments and harmonious internal environments are likely to enhance stakeholder participation and innovation culture, which, in turn, encourage honest performance reporting.

Suggested Citation

Yang, Kaifeng, Examining Perceived Honest Performance Reporting by Public Organizations: Bureaucratic Politics and Organizational Practice (January 2009). Journal of Public Administration Research and Theory, Vol. 19, Issue 1, pp. 81-105, 2009, Available at SSRN: https://ssrn.com/abstract=1318122 or http://dx.doi.org/10.1093/jopart/mum042

Kaifeng Yang (Contact Author)

Florida State University - Askew School of Public Administration and Policy ( email )

Tallahasse, FL 32306
United States

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