This paper analyses how public managers use performance information. A sample of over 3,100 high-level public sector executives from six European countries, provided evidence of significant country variations. Considerable variations were also found in patterns of use in different policy fields; and performance indicators were not used as often in central government as in local and regional government. Implementation of performance management instruments in an organization had a strong effect on the actual use of performance information.

Accountability, comparative public administration, executives, performance indicators, performance management
dx.doi.org/10.1080/09540962.2013.799803, hdl.handle.net/1765/63599
Public Money and Management: integrating theory and practice in public management
Department of Public Administration

Hammerschmid, G, Van de Walle, S.G.J, & Štimac, V. (2013). Internal and external use of performance information in public organizations: Results from an international survey. Public Money and Management: integrating theory and practice in public management, 33(4), 261–268. doi:10.1080/09540962.2013.799803