Result-Based Public Governance: Challenges in Developing and Using Daily Performance Measures

Research output: Contribution to conferencePaperResearchpeer-review

Abstract

Within the public sector, many institutions are either steered by governance by targets or result-based governance. The former sets up quantitative internal production targets, while the latter advocates that production is planned according to outcomes which are defined as institution-produced effects on individuals or businesses in society; effects which are often produced by ‘nudging’ the citizenry in a certain direction. With point of departure in these two governance-systems, the paper explores a case of controversial inspection of businesses’ negative VAT accounts and it describes the performance measure that guides the inspectors’ inspection (or nudging) of the businesses. The analysis shows that although a result-based governance system is advocated on a strategic level, performance measures which are not ‘result-based’ are developed and used in the daily coordination of work. The paper explores how and why this state of affairs appears and problematizes the widespread use of result-based governance and nudging-techniques by public sector institutions.
Within the public sector, many institutions are either steered by governance by targets or result-based governance. The former sets up quantitative internal production targets, while the latter advocates that production is planned according to outcomes which are defined as institution-produced effects on individuals or businesses in society; effects which are often produced by ‘nudging’ the citizenry in a certain direction. With point of departure in these two governance-systems, the paper explores a case of controversial inspection of businesses’ negative VAT accounts and it describes the performance measure that guides the inspectors’ inspection (or nudging) of the businesses. The analysis shows that although a result-based governance system is advocated on a strategic level, performance measures which are not ‘result-based’ are developed and used in the daily coordination of work. The paper explores how and why this state of affairs appears and problematizes the widespread use of result-based governance and nudging-techniques by public sector institutions.

Conference

ConferenceXVIII ISA World Congress of Sociology 2014
Number18
CountryJapan
CityYokohama
Period13/07/201419/07/2014
Internet address

Bibliographical note

CBS Library does not have access to the material

Cite this

Boll, K. (2014). Result-Based Public Governance: Challenges in Developing and Using Daily Performance Measures. Paper presented at XVIII ISA World Congress of Sociology 2014, Yokohama, Japan.
Boll, Karen. / Result-Based Public Governance : Challenges in Developing and Using Daily Performance Measures. Paper presented at XVIII ISA World Congress of Sociology 2014, Yokohama, Japan.
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Boll, K 2014, 'Result-Based Public Governance: Challenges in Developing and Using Daily Performance Measures' Paper presented at, Yokohama, Japan, 13/07/2014 - 19/07/2014, .

Result-Based Public Governance : Challenges in Developing and Using Daily Performance Measures. / Boll, Karen.

2014. Paper presented at XVIII ISA World Congress of Sociology 2014, Yokohama, Japan.

Research output: Contribution to conferencePaperResearchpeer-review

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AB - Within the public sector, many institutions are either steered by governance by targets or result-based governance. The former sets up quantitative internal production targets, while the latter advocates that production is planned according to outcomes which are defined as institution-produced effects on individuals or businesses in society; effects which are often produced by ‘nudging’ the citizenry in a certain direction. With point of departure in these two governance-systems, the paper explores a case of controversial inspection of businesses’ negative VAT accounts and it describes the performance measure that guides the inspectors’ inspection (or nudging) of the businesses. The analysis shows that although a result-based governance system is advocated on a strategic level, performance measures which are not ‘result-based’ are developed and used in the daily coordination of work. The paper explores how and why this state of affairs appears and problematizes the widespread use of result-based governance and nudging-techniques by public sector institutions.

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Boll K. Result-Based Public Governance: Challenges in Developing and Using Daily Performance Measures. 2014. Paper presented at XVIII ISA World Congress of Sociology 2014, Yokohama, Japan.