Strategic performance management: A balanced approach to performance management issues in local government

By L. Kloot, John Martin. 2000

529 citations recorded by the source corpus.

Subfields: Management Information Systems, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d2ac9cf446ec732abb661ef24124bd5ec76f1f7d

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. Sven Modell
2. Hannu Rantanen
3. Antti Lönnqvist
4. Paula Kujansivu
5. Harri I. Kulmala
6. R. Arnold
7. D. Fletcher
8. A. Goddard

In Public Administration

1. Sven Modell
2. Hannu Rantanen
3. Antti Lönnqvist
4. Paula Kujansivu
5. Harri I. Kulmala

In Strategy and Management

1. Antti Lönnqvist
2. Paula Kujansivu
3. Sven Modell
4. R. Arnold
5. D. Fletcher
6. Anis Maaloul
7. Daniel Zéghal

Citations in the corpus

• A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, background): “…e.g., Armstrong & Baron, 1998), occupational psychology and organizational behavior (see, e.g., Fletcher, 2001), management accounting and finance (see, e.g., Kloot & Martin, 2001), operations management (see, e.g., Radnor & Barnes, 2007), and team performance management (see, e.g., Ratten, 2009).”
• Performance Measurement Myths in the Public Sector: A Research Note (2004, unknown): “…more general claims that PM needs to be broadened to reflect aspects of greater relevance to public sector organizations, paradoxically enough with explicit reference to models for this purpose derived from the private sector (Ballantine et al., 1998; Kloot, 1997; and Kloot and Martin, 2000).”
• Performance measurement systems in the Finnish public sector (2007, background): “According to Kloot and Martin (2000) “the drive for reform in the public sector worldwide has focused attention on the measurement of performance in public sector organizations”.”
• An Institutional Perspective on Performance Measurement and Management in the 'New Public Sector' (2000, background): “This tends to lead to a heavy emphasis on comparable financial information of a highly aggregated nature across similar focal organizations (cf. Shaoul, 1998; Kloot and Martin, 1999), detracting from the more detailed resource utilization and cost data needed for pricing decisions and contract negot”