Public Performance & Management Review (Publ Perform Manag Rev )

Publisher: SAGE Publications

Description

Public Performance and Management Review focuses on the need for greater understanding of issues in public productivity and public management, including new ideas and proven techniques for measuring and enhancing productivity, case samples of successful management practices, and updates on the research and legislation that affect public management.

  • Impact factor
    0.50
  • 5-year impact
    0.00
  • Cited half-life
    6.70
  • Immediacy index
    0.00
  • Eigenfactor
    0.00
  • Article influence
    0.00
  • Website
    Public Performance and Management Review website
  • Other titles
    Public performance & management review, Public performance and management review, PPMR
  • ISSN
    1530-9576
  • OCLC
    44598004
  • Material type
    Periodical, Internet resource
  • Document type
    Journal / Magazine / Newspaper, Internet Resource

Publisher details

SAGE Publications

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 12 months embargo
  • Conditions
    • On author website, repository and PubMed Central
    • On author's personal web site
    • Publisher copyright and source must be acknowledged
    • Publisher's version/PDF cannot be used
    • Post-print version with changes from referees comments can be used
    • "as published" final version with layout and copy-editing changes cannot be archived but can be used on secure institutional intranet
    • If funding agency rules apply, authors may use SAGE open to comply
  • Classification
    ​ yellow

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Since 2000s, as an important venue to enhance external government accountability, external government performance evaluation (EGPE) activities have been burgeoning in China. However, few studies have been conducted on the important phenomenon. To bridge the gap, in this article we examine the emergence and development of EGPE in China and evaluate its performance. We found that although the quality of EGPEs is generally satisfactory, EGPEs in China have some serious problems. We argue that EGPE in China needs to further improve its independence, validity and reliability. By releasing its raw data to the public for verification and duplication, EGPE will further improve its quality, credibility and functionality. Although EGPE in China as a tool to promote external government accountability is necessary and promising in the current context, effective performance management system that does not only serve hierarchical control and internal accountability but also external and democratic accountability requires systematic political and administrative reforms.
    Public Performance & Management Review 12/2014; Forthcoming.
  • Public Performance & Management Review 01/2014; 37(4):605-631.
  • Public Performance & Management Review 01/2014; 39(1):7-31.
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article argues that interorganizational trust is a crucial but understudied topic in public administration research. It consolidates the relevant literature and identifies the conceptual building blocks that are required to study interorganizational trust and distrust as specific phenomena in public administration. The authors argue that both trust and distrust can be considered to have certain functionalities and dysfunctionalities for interorganizational interactions in public administration, and discuss the dimensions and sources of interorganizational trust and distrust in such interactions. The article consolidates these discussions in the concept of ‘administrational trust’, which is defined as “a subjective evaluation made by boundary spanners regarding their intentional and behavioral suspension of vulnerability on the basis of expectations of a trustee organization in particular interorganizational interactions in public administration”. The authors construct and present a framework for analysis of the mechanisms of administrational trust and distrust, and argue that it also allows the development of management strategies to optimize interorganizational trust-distrust distributions in order to facilitate, solidify and increase the performance of interorganizational cooperation in public administration.
    Public Performance & Management Review 01/2014; 37(4):577-604..
  • Public Performance & Management Review 01/2013; 36(3):375-379.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Improved external accountability and organizational learning are logical corollaries of the increasing governmental use of information and communications technology (ICT) to expand and diversify citizen interaction. This article assesses whether the use of sophisticated ICT in Seoul, Korea, to spur citizen interaction has increased government competitiveness (i.e., accountability and efficiency). The analysis is based on a case study of Seoul's Dasan Call Center ICT project and interviews with call center managers and government officials. The findings suggest that the call center, and more generally the use of ICT by the city, buffers municipal administrative processes from external accountability and organizational learning, implying that government ICT use can serve as an agent of the status quo rather than change.
    Public Performance & Management Review 01/2013; 36(3):436-455.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Citizen participation in budgeting can be a governmental mechanism to minimize organizational learning pathologies resulting from sole reliance on an administrative accountability model. This study analyzes case studies of Los Angeles and Bukgu, South Korea, to show how participative budgeting combines exploration and refinement strategies to create processes that foster information exchange between citizens and public officials. Although the analysis finds representativeness problems in both cases, scholars, administrators, and citizen advocates should have an interest in the narratives on how cities construct and refine processes that can improve citizen-administrator information exchange.
    Public Performance & Management Review 01/2013; 36(3):456-471.
  • [Show abstract] [Hide abstract]
    ABSTRACT: A review of budgets and other performance documents of cities at the forefront of performance measurement efforts finds evidence of advances in the reporting of measures of service quality, efficiency, and effectiveness. A cross-sectional review of performance marks further indicates that the caliber of service (i.e., the levels of service quality, efficiency, and effectiveness) required to be ranked as a performance leader for many municipal functions has improved over a two-decade period. However, a longitudinal review of a subset of individual cities provides only minimal support for the proposition that an advanced level of performance measurement acts as a catalyst for improved performance.
    Public Performance & Management Review 01/2013; 36(4):507-528.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Building on an initial stream of research on the relationship between strategy process and performance, this article analyzes the effect of strategic planning and logical incrementalism on the performance of 104 small and medium-size urban transit agencies in the United States. Data on strategy development were obtained through an online survey of agency managers, while objective performance data were drawn from the National Transit Database. Ordinary least squares regression models were used to test the effects of the two planning approaches and of the interaction between them in 2008, controlling for contextual and operational variables as well as performance in 2004. The results suggest that strategic planning exerts a positive influence on effectiveness and system productivity measures, but does not influence efficiency or cost-effectiveness measures. Logical incrementalism by itself appears to have a negative effect on the number of passenger trips per capita and transit system productivity measures. However, conducting strategic planning efforts within a larger framework of logical incremental decision-making, as represented by the interaction term, positively affects both the effectiveness and the system productivity measures. Taken together, these results suggest that strategic planning, whether on its own or combined with logical incrementalism, has a positive effect on some dimensions of performance, at least within the context of the public transit service industry.
    Public Performance & Management Review 01/2013; 36(4):585-615.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Greater use of information and communications technology and e-government can increase governmental transparency. This, in turn, may invite citizen participation, foster e-governance, and facilitate e-democracy. However, beyond a certain point, more government opennes may be dysfunctional if it reduces operational capacity. This article claims that in the real world, where the proverbial question is "Why can't government be like business?," many public managers are challenged by the need to perform a balancing act between the pursuit of greater openness and private-sector efficiency. The article concludes that there is a need to develop theories, models, and trainings to assist managers in addressing this balancing challenge.
    Public Performance & Management Review 01/2013; 36(4):562-584.
  • [Show abstract] [Hide abstract]
    ABSTRACT: In the 1990s, collaborative governance emerged as a major public administrative approach for providing a wide array of public services and constraints. A downside to collaborative governance is its potential to create new forms of corruption and expand older ones. Coproduction can promote the public value of "clean" collaborative governance by giving private individuals incentives to combat corruption. Qui tam lawsuits in the United States and jubao ("accusing and reporting") centers in China, despite their limitations, are substantive approaches to the use of the logic of collaborative governance to reward members of the public who expose corruption.
    Public Performance & Management Review 01/2013; 36(4):544-561.
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article addresses the question of how municipal governing boards can make themselves accountable to higher standards of performance. There are many mechanisms that ensure accountability of administrators to governing bodies, but other than elections, how are members of governing bodies held accountable for their performance? Using an organization development (OD) perspective, the authors report the results of an empirical study of 32 northern Illinois municipal governing boards, based on a sample of 150 board members. An index of governing board effectiveness (GBE) is constructed and then tested against characteristics of small group behavior that should promote small group performance. Evidence is found to support the hypotheses that effective work group design, regenerative interpersonal relations, board-staff relations, and specific work group processes all significantly associate with GBE. These findings lend empirical support to the use of the GBE measures as tools for diagnosing and targeting specific areas for governing board improvement through customized OD intervention.
    Public Performance & Management Review 01/2013; 36(3):472-495.
  • [Show abstract] [Hide abstract]
    ABSTRACT: This case study illustrates practical strategies for implementing a participatory approach to generating frontline-level interest in and support for a service-wide performance indicators report. The specific case involves Boston Emergency Medical Services (Boston EMS) and the development of a performance indicators report on cardiac arrests treated via the city's 911 system. The article highlights approaches used to involve and engage frontline emergency medical technicians and paramedics in the design and use of the report during their required in-service training. The cooperation of these personnel is key, since they must provide the necessary patient data, are a source of valuable technical insights, and ultimately are the implementers of any changes that may result from assessment of the indicators report or ad hoc analysis of the underlying data. The case illustrates how certain presentation strategies within a participatory context may be an effective way to generate frontline interest and support for the development and use of a service-wide performance indicators report in EMS systems and other public service systems.
    Public Performance & Management Review 01/2013; 36(4):529-543.
  • Public Performance & Management Review 01/2013; Forthcoming.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Governments are experimenting with new forms of accountability that depart from tradition and are less bureaucratic inform, content, and symbolism. This article reports on the learning potential of recent public accountability innovations in Australia, the Netherlands, Britain, and the United States. All these innovations depart from the set formats of established forms of accountability, using new media and digital technology, not to increase the level of bureaucratic reporting, but to open up the accountability process to interactions with internal and external stakeholders. This enables critical dialogue on organizational conduct and performance that may foster organizational learning processes.
    Public Performance & Management Review 01/2013; 36(3):407-435.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Despite substantial expansion of the amount and scope of public accountability, government responsiveness, efficiency, and effectiveness have not significantly improved. Such a development may emerge as agencies move from accountability reporting with a short-term focus to dynamic accountability that examines long-run performance. Dynamic accountability requires ongoing organizational learning. The article examines possible enabling factors that would facilitate such organizational learning.
    Public Performance & Management Review 01/2013; 36(3):380-406.