What determines whether top public sector executives actually use performance information?

Abstract

Performance management has permeated public sector organizations worldwide over the last decades. At its core is the idea of using such information for decision making in a systematic form. Externally, performance information can be used to showcase performance, to give account, or to compare and benchmark. Internally, it can be used to monitor internal developments or to improve operations. A link between performance measurement and the use of this information in decision making is often assumed. Yet, until recently, the actual use of performance information was not very high on the public management research agenda. It is now a common observation that governments have invested substantially in collecting data, yet know relatively little about what drives performance information use.