Governors as agents of change : a comparative study of performance measurement initiatives in Utah and Campeche
By: Julnes, Patria de Lancer
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Contributor(s): MIXCÓATL, Gerardo.
Material type: 
ArticlePublisher: Armonk, NY : M.E. Sharpe, June 2006Subject(s): Adoção | Política Pública | Avaliação de Desempenho | Estudo ComparadoPublic Performance & Management Review 29, 4, p. 405-432Abstract: Performance measurement systems are rarely used as fully as predicated in theory, but we know little about the factors that support effective utilization. Using interviews of government officials in two very different settings, the Utah state government in the United States and the Campeche state government in Mexico, this article identifies themes in the observed patterns of adoption and implementation of performance measurement. The general finding is that differing paths to adoption lead, nonetheless, to similar issues in implementation. For example, although adoption was initiated by the state legislature in Utah but by the federal government in Campeche, actual implementation was dependent on the governors in both cases. Similarly, whereas development of the performance measurement system was participatory in Utah but top-down in Mexico, agency managers in both states were still threatened by these systems. These results confirm previous conceptual work and have implications for practice; however, Utah and Campeche both have traditions of strong governors, and thus research in other contexts is required
Performance measurement systems are rarely used as fully as predicated in theory, but we know little about the factors that support effective utilization. Using interviews of government officials in two very different settings, the Utah state government in the United States and the Campeche state government in Mexico, this article identifies themes in the observed patterns of adoption and implementation of performance measurement. The general finding is that differing paths to adoption lead, nonetheless, to similar issues in implementation. For example, although adoption was initiated by the state legislature in Utah but by the federal government in Campeche, actual implementation was dependent on the governors in both cases. Similarly, whereas development of the performance measurement system was participatory in Utah but top-down in Mexico, agency managers in both states were still threatened by these systems. These results confirm previous conceptual work and have implications for practice; however, Utah and Campeche both have traditions of strong governors, and thus research in other contexts is required
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