Public Performance & Management Review Journal Impact Factor & Information

Publisher: ME Sharpe

Journal 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.

Current impact factor: 0.50

Impact Factor Rankings

Additional details

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

ME Sharpe

  • Pre-print
    • Archiving status unclear
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 18 months embargo
  • Conditions
    • Authors pre-published version
    • Must be clearly marked as pre-published version
    • Author or Authors Institution Only
    • On author's personal website or institution's website only
    • Publisher copyright and source must be acknowledged
    • Must link to publisher version
    • Deposit may be made immediately on authors secure institutional intranet
  • Classification
    ​ white

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Evaluating service effectiveness and ensuring accountability of third-party public service providers is important in collaborative relationships. Emergency medical services (EMS), a function in many cases provided by community-based organizations with long-standing relationships, constitutes one such case. This article examines the central concern of performance information use by municipal officials as they engage in monitoring and decision-making regarding relationships with third-party EMS agencies. Findings indicate that information availability, length of the relationship, ease of negotiations, and municipal size all influence performance information use, suggesting that the palpable nature of these relationships and the comprehensiveness of the agreements are key in shaping attitudes about performance information use.
    Public Performance & Management Review 01/2016; 39(1):58-82. DOI:10.1080/15309576.2016.1071162
  • [Show abstract] [Hide abstract]
    ABSTRACT: Employee stress rises and falls during periods of organizational change, but research has tended to overlook the consequences of stress that predated the change. Interviews with 31 employees of a New Zealand public sector health authority revealed that while stress was present to some degree before the change, for some of them the transition triggered negative reactions on physiological, behavioral, affective, and cognitive levels, largely due to perceptions of inadequate processes and considerable uncertainty. For others, the aftermath was more damaging, mostly because of the extra workload, deteriorating relationships, and fear of further change. Public sector managers need to be aware of the personal costs of organizational change for employees and aim to minimize them where possible.
    Public Performance & Management Review 01/2016; 39(1):223-247. DOI:10.1080/15309576.2016.1071174
  • [Show abstract] [Hide abstract]
    ABSTRACT: The diffusion of quantitative measures of performance has been one of the most widespread trends in government in past decades. This trend is motivated partly by the hope that policymakers will use performance data, but we know little about the basic tendency of individuals to incorporate and use performance information. This article draws from interactive dialogue theory to argue that the connection between data and decisions will not be automatic, but will depend upon circumstances, such as the nature of the data and how they are presented. Because observational studies have limited ability to identify such circumstances, this article argues for an experimental approach that offers greater flexibility in designing theory-based treatments. A vignette experiment methodology approach is used, providing subjects with a variety of budget scenarios, varying the amount and type of information they receive, and asking them to make budget decisions. The results provide evidence that conditions of goal ambiguity, expectancy disconfirmation, and advocacy alter the potential for performance data to influence resource decisions.
    Public Performance & Management Review 01/2016; 39(1):33-57. DOI:10.1080/15309576.2016.1071160
  • [Show abstract] [Hide abstract]
    ABSTRACT: Performance information attaches numbers to the inputs, outputs, and outcomes of public services. Numbers are what separate performance information from other sources of information about public sector performance. In cognitive and social psychology, there are vast amounts of research on the profound effects of numbers on human attitudes and behavior, but these insights are largely unexplored by scholars of performance information. This article introduces the importance of numerical psychology for the study of performance information, pointing out how numerical research both challenges existing beliefs about performance information and allows for the formulation of new hypotheses. These insights are relevant to all levels of study, including citizens, managers, and policymakers.
    Public Performance & Management Review 01/2016; 39(1):100-115. DOI:10.1080/15309576.2016.1071167
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    ABSTRACT: This study examines the relationship between leadership behaviors and perceived social loafing in a coproductive tax-service environment. It proposes that coproductive taxpayers can be the source of directive and supportive leadership behaviors that reduce tax collectors perceived social loafing. Based on survey data from a coproductive tax-service agency, the study finds that supportive (but not directive) leadership by taxpayers has a significant negative effect on tax collectors perceived social loafing. Supportive leadership can be provided not only by hierarchical leaders but also by collaborative leaders outside the organization. These findings expand the knowledge base of public sector leadership theories and provide empirical evidence to support the importance of citizen coproduction.
    Public Performance & Management Review 01/2016; 39(1):172-197. DOI:10.1080/15309576.2016.1071172
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    ABSTRACT: This article introduces the concept of organizational social capital and connects it to research on performance management, providing a conceptual definition and discussing related measurement issues. The article theorizes that structural ("social interaction"), relational ("trust"), and cognitive ("common goals") organizational social capital foster the use of performance information and thereby relates social capital to an outcome variable that has recently received much attention in research on performance management reforms. The article bridges performance management studies to the broader organizational science literature, pointing out a gap in prior work and setting the stage for further research.
    Public Performance & Management Review 01/2016; 39(1):83-99. DOI:10.1080/15309576.2016.1071163
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    ABSTRACT: The increasing use of interlocal agreements (ILAs) to provide government services makes it important to understand the development of the ILA process and its potential effects on outcomes. This article develops a conceptual model that identifies and organizes factors that may contribute to perceptions of ILA effectiveness and service outcomes. The model is illustrated using examples from two ILAs in Pulaski County, Arkansas, that have the same players within the same political landscape. This allows examination of how the characteristics of the agreements may result in very different service outcomes and perceptions of effectiveness. The studys focus on key factors contributes to the understanding of ILA development and its connection to service outcomes.
    Public Performance & Management Review 01/2016; 39(1):116-143. DOI:10.1080/15309576.2016.1071169
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article contributes to the still relatively small body of empirical literature on the relationship between performance management and organizational performance. It focuses on the effects of performance information use for managerial and oversight purposes. Using a contingency perspective, it argues that the effect of data use on performance is dependent on other contextual factors. The article finds support for this claim, showing that the impact of managerial information use on performance is stronger in organizations that have adopted a prospecting strategy, whereas this effect tends to vanish for reactors. It also finds, however, that the relationship between a principals data use for oversight purposes and the agents performance is not contingent on whether the principal is perceived as a monitor or a trusted partner. Implications for theory and practice are discussed.
    Public Performance & Management Review 01/2016; 39(1):7-32. DOI:10.1080/15309576.2016.1071159
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    ABSTRACT: Recent reforms in K-12 education governance shift the accountability responsibility in public education away from the democratic governance provided by school boards, but little is known about how school board members define accountability. In this article, survey data from school board members in Wisconsin is combined with school district demographic and performance variables to determine how board members define accountability, and how those definitions relate to outcomes. The analysis finds no connection between any single accountability definition and school district outcomes, but does find a significant positive relationship between board member agreement on accountability definitions and academic performance indicators.
    Public Performance & Management Review 01/2016; 39(1):198-222. DOI:10.1080/15309576.2016.1071173
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    ABSTRACT: Interorganizational networks are a common collaborative approach to tackle complex issues such as public health, national security, education, and poverty. While there is a consensus that networks are a viable approach to these issues, it is unclear what factors lead to effective collaborative performance. One issue for assessing performance is the lack of sufficient evaluation/assessment methods and, subsequently, of empirical data. Applying a conceptual model based in the literature, this study examines characteristics of network members and their perceptions of success in order to ascertain the degree to which members' agreement on outcomes varies among networks and the characteristics of members of networks that report greater levels of success or of disagreement about success. This study contributes to the collaborative performance literature by analyzing an unprecedentedly large N (n = 98) dataset of interorganizational (whole) networks to test empirically the conceptual model. The results show that higher trust and greater resource contributions predicted higher levels of perceived success among members of a network. A second model, with disagreement about success as the dependent variable, more resources, and higher amounts of diversity, predicted higher levels of disagreement about success. We conclude that the literature on interorganizational networks overemphasizes the benefits of network diversity, and that diversity may, in fact, hinder perceptions of success.
    Public Performance & Management Review 10/2015; 38(4):632-653. DOI:10.1080/15309576.2015.1031006
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    ABSTRACT: The configurational model presented in this article explores the linkage between indicators and determinants of network effectiveness and methods of network evaluation by relating levels of system dynamics and complexity in the evaluated object to hierarchical coordination and practices of self-governance in network evaluation. It explains when and how to apply actor- and programoriented evaluation approaches, the terms of reference that should be used to formalize the evaluation, and the degree to which management should be involved in coordination between actors in order to achieve a successful evaluation. Because the model conceives of network evaluation as "a network within a network," it is also applicable to research on network effectiveness in general.
    Public Performance & Management Review 10/2015; 38(4):607-631. DOI:10.1080/15309576.2015.1031005
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    ABSTRACT: Collaborative governance and organizational networks are popular and well-documented topics, but the relationship between them is not always clear. This article examines the extent to which publicly sponsored collaborative groups are associated with network ties between individual organizations. It does so by applying exponential random graph models to model how co-membership and co-participation in a publicly sponsored collaborative group is associated with the likelihood of two organizations engaging directly in three types of network ties: consultation, planning, or management. Our data come from a member survey of 57 collaborative groups that involve independent public, nonprofit, and private organizations in collective efforts to restore marine areas and freshwater ecosystems. We find that the probability of observing a network tie between two organizations increases with the extent to which both organizations participate in the same collaborative group, but that the association diminishes as the number of groups to which they belong increases. The association is strongest for organizations that report that participation in a collaborative group has increased their access to information and resources and their awareness of other organizations. Given that public agencies often use collaborative groups as a means to foster relationships between organizations in a policy network, it is important to know whether the initiation and sponsorship of collaborative groups is associated with the formation of interorganizational network ties.
    Public Performance & Management Review 10/2015; 38(4):654-683. DOI:10.1080/15309576.2015.1031008

  • Public Performance & Management Review 10/2015; 38(4):573-577. DOI:10.1080/15309576.2015.1031001
  • [Show abstract] [Hide abstract]
    ABSTRACT: This pilot study seeks to explore the effects of different economic conditions on the public service motivation (PSM) levels of a small group of government and private sector employees in Malaysia, a developing country in East Asia. It address three questions: (1) Are the PSM levels of government employees significantly higher than those of private sector employees?; (2) Are the PSM levels of employees significantly influenced by their perceptions of the external economic environment?; and (3) Is the relationship between the economy and PSM affected by the sector of employment? It applies vignettes that present different hypothetical economic conditions, and explores the impact on PSM. The government respondents’ PSM levels are found to be higher than those of private sector respondents, and appear to be sensitive to perceptions of different economic conditions.
    Public Performance & Management Review 09/2015; 35(5):333-340.
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    ABSTRACT: This study explores the outcomes of collaboration in the Federal Energy Regulatory Commission’s hydropower licensing process. A survey gauged 270 participants’ opinions of process and outcomes. Process variables included principled engagement, shared motivation, and capacity for joint action. Dependent variables measured perceived impacts on decision-making and participants (process outcomes), the license’s perceived quality, and predicted environmental and economic changes. Linear mixed-effects models tested the influence of process variables on each outcome. Collaboration was associated with all four outcomes, but influenced process outcomes the most and predicted economic outcomes the least. Principled engagement influenced every outcome variable, shared motivation influenced process outcomes, and capacity for joint action influenced license and predicted environmental outcomes. Respondent affiliation and project size also affected perceived outcomes. Results suggest that collaboration influences a range of outputs and outcomes, but that a growing number of non–process factors mediate the relationship for outcomes further from the collaborative process.
    Public Performance & Management Review 06/2015; 38(4):578-606. DOI:10.1080/15309576.2015.1031004
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper aims to show how applying system dynamics methodology to performance management can provide a powerful modeling perspective enabling public sector organizations to prevent, detect, and counteract behavioral distortions associated with performance measurement. A dynamic performance management approach is able to support performance management system designers in outlining and implementing a consistent set of measures that can allow public sector decision-makers to pursue sustainable organizational learning and development. This perspective implies a major shift from a static to a dynamic picture of organizational processes and results. It means framing delays between causes and effects, feedback loops, and trade-offs in time and space associated with alternative scenarios. It also means understanding how different policy levers impact the accumulation and depletion of strategic resources over time, and determining how performance drivers affect end results. An exemplar application of this perspective is outlined in relation to municipal crime-control policies. Unintended behavioral consequences generated by the implementation of the CompStat program (New York Police Department) on reward and performance management systems are framed through the “lenses” of dynamic performance management.
    Public Performance & Management Review 04/2015;