Abstract
Performance management has been at the core of public sector reform initiatives across most high-income OECD countries in the past 30 years. Identifying and managing relevant and reliable performance measures is considered to be a fundamental tool in a context of austerity and decreasing trust in the effectiveness of public policies and services (Cepiku and Bonomi Savignon, 2012). In other terms, well-functioning performance management systems enable a better prioritization of budget cuts and improve transparency and citizen communication.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
R. Andrews, G.A. Boyne, J. Law and R.M. Walker (2009) ‘Strategy, Structure and Process in the Public Sector: A Test of the Miles and Snow Model’, Public Administration, 87, 4, 732–749.
G. Bouckaert and J. Halligan (2008) Managing Performance: International Comparisons (New York: Routledge).
G.A. Boyne, J.S. Gould-Williams, J. Law and R.M. Walker (2004) ‘Problems of Rational Planning in Public Organizations: An Empirical Assessment of the Conventional Wisdom’, Administration & Society, 36, 3, 328–350.
G.A. Boyne and R.M. Walker (2010) ‘Strategic Management and Public Service Performance: The Way Ahead’, Public Administration Review, 70, S185-S192.
J.M. Bryson (2004) Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd edn (San Francisco, CA: John Wiley & Sons).
D. Cepiku and A. Bonomi Savignon (2012) ‘Governing Cutback Management: Is There a Global Strategy for Public Administrations?’, International Journal of Public Sector Management, 25, 6–7, 428–436.
D. Cepiku, A. Bonomi Savignon and L. Corvo (2012) ‘Strategic Management in Italian Ministries: An Empirical Assessment of Gains from and Gaps in Reforms’. In G. Tria and G. Valotti (eds), Reforming the Public Sector: How to Achieve Better Transparency, Service, and Leadership (Washington, DC: Brookings Institution).
D. Cepiku, A. Hinna and S. Mameli (forthcoming) ‘Leadership and Leadership Training in the Italian Public Administration’. In A. Hondeghem, M. Van Wart and E. Schwella (eds), The Effects of Culture, Training, and Socio-political Influences on Administrative Leadership. (Palgrave Macmillan).
D. Cepiku and M. Meneguzzo (2007) ‘Public Administration and Management Reform in Italy: Domestic Patterns and Influences from Abroad’. In H. Hill (ed.), Current Trends in Public Sector Modernization (Baden-Baden, Germany: Speyer).
D. Cepiku and M. Meneguzzo (2011) ‘New Public Management and Beyond: Comparing Italy and the United States’, International Journal of Public Administration, 34, 1, 19–25.
E. Ongaro and G. Valotti (2008) ‘Public Management Reform in Italy: Explaining the Implementation Gap’, International Journal of Public Sector Management, 21, 2, 174–204.
Editor information
Editors and Affiliations
Copyright information
© 2014 Luigi Corvo, Andrea Bonomi Savignon, Denita Cepiku and Marco Meneguzzo
About this chapter
Cite this chapter
Corvo, L., Savignon, A.B., Cepiku, D., Meneguzzo, M. (2014). Implementation of Strategic and Performance Management Reforms in Italian Central Governments. In: Joyce, P., Bryson, J.M., Holzer, M. (eds) Developments in Strategic and Public Management. IIAS Series: Governance and Public Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137336972_8
Download citation
DOI: https://doi.org/10.1057/9781137336972_8
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-46364-0
Online ISBN: 978-1-137-33697-2
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)