The Design and Practice of Integrating Evidence: Connecting Performance Management with Program Evaluation
研究了美国联邦政府2000年和2013年项目评估与绩效管理如何相互关联，发现2013年两者存在交互效应，反映了政府有意加强联系，且评估的实施方式有助于管理者理解绩效数据。
Abstract In recent decades, governments have invested in the creation of two forms of knowledge production about government performance : program evaluations and performance management. Prior research has noted tensions between these two approaches and the potential for complementarities when they are aligned. This article offers empirical evidence on how program evaluations connect with performance management in the U.S. federal government in 2000 and 2013. In the later time period, there is an interactive effect between the two approaches, which, the authors argue, reflects deliberate efforts by the George W. Bush and Barack Obama administrations to build closer connections between program evaluation and performance management. Drawing on the 2013 data, the authors offer evidence that how evaluations are implemented matters and that evaluations facilitate performance information use by reducing the causal uncertainty that managers face as they try to make sense of what performance data mean .