Abstract
The sustainability assumption -that once a department, ministry or agency adopts performance measurement tools, it will stay that way- undermines the analyses of performance reforms and performance management practices. The results from analyzing longitudinal descriptive evidence from a unique dataset in a Canadian province are that the implementation and the stability of performance tools uses within ministries and agencies contradicts the sustainability assumption. Mazmanian and Sabatier’s (1989; 1980) cumulative incrementalism scenario is not observed; there is much volatility in performance management from former adopters. Performance management might be much more volatile than practitioners and academics realize.
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