Examining the Process of Performance Measurement System Design and Implementation in Two Italian Public Service Organizations

Posted: 30 Oct 2015

See all articles by Laura Maran

Laura Maran

RMIT University

Robert Inglis

RMIT University

Enrico Bracci

University of Ferrara

Date Written: October 19, 2015

Abstract

In the last two decades, the adoption of new public management (NPM) practices in the public sector has increased as public sector organizations seek to improve efficiency, effectiveness and public accountability. We present case study findings of a NPM initiative to implement balanced scorecard (BSC) performance measurement systems in two Italian public sector organizations. This study considers the question of whether the BSC development process can be effectively translated into the public sector context. Our findings highlight the importance of aligning the development of performance management systems with a greater understanding of the internal and external environment of public sector organizations. Our results further emphasize the significant role of emergent stakeholders and management culture for the success of NPM performance management initiatives.

Keywords: Performance management, public sector, social services, balanced scorecard, stakeholders

JEL Classification: M41

Suggested Citation

Maran, Laura and Inglis, Robert and Bracci, Enrico, Examining the Process of Performance Measurement System Design and Implementation in Two Italian Public Service Organizations (October 19, 2015). Available at SSRN: https://ssrn.com/abstract=2683712

Laura Maran (Contact Author)

RMIT University ( email )

124 La Trobe Street
Melbourne 3000
Australia
+610399255757 (Phone)

Robert Inglis

RMIT University ( email )

124 La Trobe Street
Melbourne, 3000
Australia

Enrico Bracci

University of Ferrara ( email )

Via Voltapaletto, 11
Via Voltapaletto, 11
Ferrara, Ferrara 44121
Italy

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