Constitutive Effects of Performance Indicators: Getting Beyond Unintended Consequences
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Constitutive Effects of Performance Indicators : Getting Beyond Unintended Consequences. / Dahler-Larsen, Peter.
I: Public Management Review (Print), Bind 16, Nr. 7, 2014, s. 969-986.Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt
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TY - JOUR
T1 - Constitutive Effects of Performance Indicators
T2 - Getting Beyond Unintended Consequences
AU - Dahler-Larsen, Peter
PY - 2014
Y1 - 2014
N2 - The idea that performance indicators in public management have unintended consequences is almost as old as performance measurement itself. But, is ‘unintended consequences’ an appropriate and insightful idea? The very term rests on an identification of intentions and assumptions about validity that are demonstrably problematic. Based on a distinction between trivial and advanced measure fixation, an argument is made for constitutive effects that are based on less problematic assumptions. Through this conceptual move, the political dimension of performance indicators is appreciated. The conceptual dimensions of constitutive effects are carved out, empirical illustrations of their applicability are offered and implications discussed.
AB - The idea that performance indicators in public management have unintended consequences is almost as old as performance measurement itself. But, is ‘unintended consequences’ an appropriate and insightful idea? The very term rests on an identification of intentions and assumptions about validity that are demonstrably problematic. Based on a distinction between trivial and advanced measure fixation, an argument is made for constitutive effects that are based on less problematic assumptions. Through this conceptual move, the political dimension of performance indicators is appreciated. The conceptual dimensions of constitutive effects are carved out, empirical illustrations of their applicability are offered and implications discussed.
U2 - 10.1080/14719037.2013.770058
DO - 10.1080/14719037.2013.770058
M3 - Journal article
VL - 16
SP - 969
EP - 986
JO - Public Management Review
JF - Public Management Review
SN - 1471-9037
IS - 7
ER -
ID: 120519149