Public Performance & Management Review (Publ Perform Manag Rev)

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: Recent critical challenges, including terrorism and an aging workforce, have brought to the attention of U.S. government agencies the need to share their knowledge across and within government organizations. In response to the growing awareness of knowledge sharing in the public sector, data from the Federal Human Capital Survey (FHCS) were utilized to develop and test a social-capital-theory-based extension of the relationship between social capital dimension and knowledge-sharing behavior by looking at the interaction effects between social capital dimensions and information technology (IT). The study also explores whether the social capital dimensions that affect knowledge sharing differ across three managerial levels (nonsupervisory, supervisory, and senior executive service). The findings provide insights and management strategies into social capital to stimulate knowledge sharing among employees in organizations. The contributions and implications of the findings are discussed.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: Participative management and innovation are major themes of recent organizational reforms in the United States and other countries. Using a South Korean version of the Organizational Assessment Survey of the U.S. Office of Personnel Management, this study assesses how participative management and innovative culture are associated with public employees’ perceived organizational performance in the South Korean central government. The study finds that both are positively related to perceived organizational performance, but that the relationship between participative management and perceived organizational performance (i.e., internal efficiency) is moderated by employees’ perceptions of the organization’s innovative culture. Specifically, participative management has weaker effects on internal efficiency in high-innovation cultures than in low-innovation cultures.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: Performance differences between elected and appointed public officials are a popular area of research, but such studies have limited policy value because they do not consider factor costs. The present study contributes to the discussion of public sector performance by estimating cost-efficiency differentials between elected and appointed assessors, using a pooled cross-section of 124 assessing jurisdictions in Virginia from 2008 to 2011. The results reveal that assessments administered by an elected assessor are more cost-efficient than those administered by an appointed one. The study also illustrates that performance measures that only measure output may be poor indicators of whether public resources are being employed efficiently.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: Governments are adopting social media to provide complementary information dissemination, communication, and participation channels whereby citizens can access government and government officials and make informed decisions. Using 2009 national e-government survey data from the Pew Research Center, this study finds (1) that use of government social media is significantly and positively associated with perceptions of government transparency, (2) that perceptions of government transparency are positively and significantly related to trust in government, and (3) that perceptions of government transparency mediate the relationship between use of government social media and trust in government. These findings demonstrate that social media is an effective means for government to improve citizens’ trust in government by enhancing their perceptions of government transparency. The study contributes to the literature by providing empirical evidence of the mediating role of perceived government transparency in linking the use of e-government to trust in government.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: During the past two decades, performance management programs in Korea’s healthcare sector have become increasingly diversified in terms of the measures used and the scope of the healthcare services measured. Despite the recent growth of performance management programs in Korea’s healthcare system, few studies have evaluated performance management programs as a whole in the context of national healthcare system objectives. Drawing on Talbot’s performance regime framework, this study describes the major challenges to Korea’s performance-based healthcare management systems. We suggest that the challenges can be addressed by creating a coherent conceptual framework and a macro-level coordination body. We further suggest that relevant performance interventions be chosen based on theoretical models of performance management. Our findings have implications for future studies on performance management of healthcare systems in other countries as well as in Korea.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: Over the past decade, policymakers have expanded the use of performance management in public education in the United States. Education researchers have focused heavily on the ways these practices and policies shape teaching and learning, but have given much less attention to other expected outcomes of performance management. This article explores two specific areas where more research is needed: whether performance management improves public satisfaction and trust in public education, and whether it improves public oversight of education. We provide background on relevant educational issues and context for the study of performance management in education scholarship. Our goal is to draw additional researchers into this important line of inquiry.
    No preview · Article · Apr 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    ABSTRACT: This article explores the determinants of government-sponsored R&D performance. Utilizing the resource-based view and transaction cost economics, it empirically examines how internal and external resources and collaborative partnerships influence academic and commercial outputs. Regression analysis of 10,612 government-sponsored Korean R&D projects reveals that internal (government and corporate funding, research capability, R&D type) and external (industry, region) resources are verifiably the major determinants of academic and commercial outputs. The findings also reveal that R&D collaboration is a major determinant of commercial outputs in a broader context.
    No preview · Article · Apr 2016 · Public Performance & Management Review

  • No preview · Article · Apr 2016 · Public Performance & Management Review
  • [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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [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.
    No preview · Article · Jan 2016 · Public Performance & Management Review
  • [Show abstract] [Hide abstract]
    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.
    No preview · Article · Jan 2016 · Public Performance & Management Review