Performance Measurement Myths in the Public Sector: A Research Note

By Sven Modell. 2004

325 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/41a0e67d968f9b3e7c2b035f208ef89945888e60

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. David Naranjo-Gil
2. F. Hartmann
3. Jiju Antony
4. S. Ogden
5. M. Skoog
6. K. J. Fryer
7. M. Hiebl
8. V. Maas

In Organizational Behavior and Human Resource Management

1. David Naranjo-Gil
2. Jiju Antony
3. F. Hartmann
4. S. Ogden
5. M. Skoog

In Public Administration

1. F. Hartmann
2. David Naranjo-Gil
3. Jiju Antony
4. S. Ogden
5. M. Skoog
6. K. J. Fryer
7. M. Hiebl

Citations in the corpus

• Performance management in the public sector (2009, background): “This has led to a proliferation of indicators ( Modell, 2004”
• Public Sector to Public Services: 20 Years of 'Contextual' Accounting Research (2008, unknown): “There has been a good deal of change in the systems that have been employed over the period in question, with moves to more comprehensive performance management systems over time (e.g. Leeuw, 1996; Hyndman and Anderson, 1997; Ballantine et al., 1998; Jacobs et al., 2004; Modell, 2004; Carlin, 2006; ”
• Management accounting systems, top management team heterogeneity and strategic change (2007, background): “This phenomenon appears to affect private and public organizations alike, as the sources of pressure originate in both institutional and market developments (e.g., Frow, Marginson, & Ogden, 2005; Modell, 2004; Nyamori, Perera and Lawrence, 2001).”
• Balancing dilemmas of the balanced scorecard (2006, background): “Modell (2004), too, supports the idea that a successful adaptation of the BSC is a matter of flexibility, creativity and adjustment.”