Why Do Autonomous Public Agencies Use Performance Management Techniques? Revisiting the Role of Basic Organizational Characteristics
基于400多家公共机构的跨国调查数据，研究了组织特征（如目标设定、多年规划、资源分配）对三种绩效管理技术使用的影响，发现外部结果控制对所有技术有正向作用，但不同技术受不同组织变量影响。
This study investigates to what extent the use of different performance management techniques within (semi-) autonomous public sector organizations, also called public agencies, can be explained by the defining organizational features of such organizations. Using multi-country survey data of over 400 public agencies, the effect of these features—internal performance target setting and monitoring, multi-year planning, as well as the internal performance-based allocation of resources—upon three performance management techniques has been studied. This set-up recognizes differences among management techniques, as well as recurring factors, allowing us to make more general statements. Analyses illustrate that external result control by the minister and parent ministry positively affects the use of all performance management techniques examined in public agencies. However, each performance management technique is affected differently by specific organizational variables.