Performance management systems' stability: Unfolding the human factor – A case from the Italian public sector |
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| Institution: | 1. School of Accounting, College of Business, RMIT University, 445, Swanston Street, Melbourne, 3000 VIC, Australia;2. Department of Economics and Management, University of Ferrara, Via Voltapaletto, 11, 44121 Ferrara, Italy;1. School of Management (Emeritus), University of St Andrews, UK;2. Lytham St Annes, UK;1. International Business School Suzhou, Xi''an Jiaotong-Liverpool University, China;2. School of Management, University of Bradford, UK;3. Salford Business School, University of Salford, UK;1. Aston Business School, Aston University, Aston Triangle, Birmingham B4 7ET, UK;2. Newcastle University Business School, 5 Barrack Road, Newcastle upon Tyne NE1 4SE, UK;1. Royal Holloway, University of London, United Kingdom;2. University of Sydney, Australia;3. Lancaster University, United Kingdom |
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| Abstract: | The aim of this study is to examine the institutional context during the emergence of New Public Management (NPM), which created pressure on public sector organizations to implement performance management systems (PMSs), such as the balanced scorecard (BSC). Drawing on Granlund's framework (2001) and Giddens' (1979) structuration theory, we engage insights from a longitudinal case study of an Italian local authority to show how managers exercise agency before the mandated implementation of the BSC. This analysis suggests a re-interpretation of Granlund’s (2001) factors of inertia (human, institutional and economic) in terms of balance among the three factors, and inclusion of a historic and culturally specific perspective. The findings also encourage a broader consideration of the agency of managers in a public entity before the design and enhancement of a NPM tool. |
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| Keywords: | Performance management Italian public sector Balanced scorecard Structuration theory Factors of change and stability |
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