Abstract
ABSTRACTThe three articles in this symposium examine performance information use from different vantage points. Moynihan uses vignette experiment methodology to examine performance information use in the budgeting decision process. Kroll tests the influence of an organization’s strategic stance on performance information use, and Henderson and Bromberg study the use of performance information in emergency medical services (EMS). Taken together, these articles deepen our understanding of the fundamental and continuing shift to the use of performance measures in the public sector, especially for internal organizational use of performance information. For the full potential of performance information use to be realized, public management scholars studying this phenomenon need to collaborate with other social science disciplines and also with public managers.
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