Three spheres of performance governance: Spanning the boundaries from single-organization focus towards a partnership network

Petri Uusikylä, Ville Valovirta

    Research output: Contribution to journalArticleScientificpeer-review

    9 Citations (Scopus)

    Abstract

    This article argues that one of the reasons for unsatisfactory performance is the single-sighted and narrow scope of performance management models applied in most of the OECD countries.
    Performance targets are normally set from a single organization's perspective, which is not sufficient given the complex nature of societal problems that public agencies deal with. In the worst case, single-unit performance targeting and maximization of an organization's self-interest produces suboptimal results rather than positive impacts for society as a whole.
    After a critical assessment of existing performance management models, we suggest a more comprehensive approach. In our extended framework, the overall performance has been broken down into three fields of performance.
    The first field covers the enabling performance factors such as learning, process development and resources.
    The second field consists of a single organization's performance targets, i.e. measurable outputs delivered to customers and immediate results generated by these activities.
    The third field of our framework is called the multi-organizational sphere of effectiveness where positive results can only be created by multi-actor performance clusters. We conclude by discussing the potential strengths and weaknesses of the framework.
    Original languageEnglish
    Pages (from-to)399-419
    JournalEvaluation
    Volume13
    Issue number4
    DOIs
    Publication statusPublished - 2007
    MoE publication typeA1 Journal article-refereed

    Fingerprint

    governance
    organization
    self organization
    OECD
    targeting
    performance
    learning
    resource
    management
    learning process
    customer
    society
    public
    resources

    Keywords

    • evaluation
    • governance
    • networks
    • rational models

    Cite this

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    title = "Three spheres of performance governance: Spanning the boundaries from single-organization focus towards a partnership network",
    abstract = "This article argues that one of the reasons for unsatisfactory performance is the single-sighted and narrow scope of performance management models applied in most of the OECD countries. Performance targets are normally set from a single organization's perspective, which is not sufficient given the complex nature of societal problems that public agencies deal with. In the worst case, single-unit performance targeting and maximization of an organization's self-interest produces suboptimal results rather than positive impacts for society as a whole. After a critical assessment of existing performance management models, we suggest a more comprehensive approach. In our extended framework, the overall performance has been broken down into three fields of performance. The first field covers the enabling performance factors such as learning, process development and resources. The second field consists of a single organization's performance targets, i.e. measurable outputs delivered to customers and immediate results generated by these activities. The third field of our framework is called the multi-organizational sphere of effectiveness where positive results can only be created by multi-actor performance clusters. We conclude by discussing the potential strengths and weaknesses of the framework.",
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    Three spheres of performance governance : Spanning the boundaries from single-organization focus towards a partnership network. / Uusikylä, Petri; Valovirta, Ville.

    In: Evaluation, Vol. 13, No. 4, 2007, p. 399-419.

    Research output: Contribution to journalArticleScientificpeer-review

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    T2 - Spanning the boundaries from single-organization focus towards a partnership network

    AU - Uusikylä, Petri

    AU - Valovirta, Ville

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    AB - This article argues that one of the reasons for unsatisfactory performance is the single-sighted and narrow scope of performance management models applied in most of the OECD countries. Performance targets are normally set from a single organization's perspective, which is not sufficient given the complex nature of societal problems that public agencies deal with. In the worst case, single-unit performance targeting and maximization of an organization's self-interest produces suboptimal results rather than positive impacts for society as a whole. After a critical assessment of existing performance management models, we suggest a more comprehensive approach. In our extended framework, the overall performance has been broken down into three fields of performance. The first field covers the enabling performance factors such as learning, process development and resources. The second field consists of a single organization's performance targets, i.e. measurable outputs delivered to customers and immediate results generated by these activities. The third field of our framework is called the multi-organizational sphere of effectiveness where positive results can only be created by multi-actor performance clusters. We conclude by discussing the potential strengths and weaknesses of the framework.

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