The manager, the citizen, the politician and performance measures
Public Money & ManagementPublished 1 July 1996
David McKevitt, Alan Lawton
Citations52
SJR quartileQ1
SJR score0.64
SNIP1.04
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top‐down implementation of performance measurement systems has led to middle‐manager disenchantment and does not meet user needs.
Keywords
Social Sciences
American Journal of SociologyInstitutionalized Organizations: Formal Structure as Myth and Ceremony
27,295 Citations1977John W. Meyer, Brian Rowan
Strategic Management JournalOf strategies, deliberate and emergent
4,463 Citations1985Henry Mintzberg, James A. Waters
It is argued that the strategy formation process is seriously limited, and that the process needs to be viewed from a wider perspective so that the variety of ways in which strategies actually take shape can be considered.
Choosing Strategies for Change
1,400 Citations1989John P. Kotter, Leonard A. Schlesinger
Four basic reasons people resist change, various ways of dealing with that resistance, and a guide to the kinds of approaches to use with different types of opposition are given.
Journal of the Operational Research SocietyThe Organization of Hypocrisy: Talk, Decisions and Actions in Organizations
1,096 Citations1991Colin B. Brown, Nils Brunsson
Strategic Management JournalStrategy implementation versus middle management self‐interest
675 Citations1986William D. Guth, Ian C. MacMillan
It is suggested that middle managers with low or negative commitment to the strategies formulated by senior management create significant obstacles to effective implementation.
Scandinavian Journal of Management StudiesImplementation and ambiguity
243 Citations1986Vicki Eaton Baier, James G. March +1 more
Public AdministrationLEARNING TO MEASURE PERFORMANCE: THE USE OF INDICATORS IN ORGANIZATIONS
125 Citations1991Neil Carter
Public AdministrationCONSUMERISM AND THE PUBLIC SECTOR: HOW WELL DOES THE COAT FIT?
106 Citations1988J. C. de Potter
Policy & PoliticsThe Politics of Purchasing in the National Health Service
15 Citations1993Brian Salter
The inherent clash between purchaser rationing and traditional NHS values, the unbridled pluralism of the gameplay surrounding the purchaser function, and the absence of accepted rules and procedures are analyzed.