This research examines hypotheses about the prevalence of performance measurement in counties. It focuses on organizational relationships, structures, and goals that are relevant to theories of management reform in government. Based on a national survey of counties, it finds that legislative and citizen support, the active involvement of central management, and mission orientation further the deployment of performance measurement. While ensuring that professional competency and adequate resources are associated with performance measurement, gaining external support and top management commitment are more important. This study also examines the importance of decentralized decision-making structures and efforts to make government more entrepreneurial.
Journal of Public Administration Research and Theory, Volume 11, Issue 3, Pages 403-428