Summary:

Managing for results reforms were proposed as solutions to the problems identified by
implementation theory, but such reforms must themselves be implemented. Based on case
analysis in three states, this article proposes a theory of adoption and implementation of
managing for results policies. This theory argues that why and how elected officials adopt
results-based reform are based on their understanding of the relative costs and benefits—
primarily symbolic—of the reform. Adopting performance information systems is popular, has
no natural opposition, and requires little work or loss of power on the part of elected officials.
Managers at the agency level react by using the reform where their authority allows, often in
ways not predicted by reform doctrine. Agency leadership identifies how such reforms may
be used to add positive value to the organization, or at least limit costs, given the
organization’s context and the leader’s agenda. The case evidence suggests that symbolic
action is not inconsistent with consequential outcomes that provide real public management
benefits.

Note:

Offentlig forvaltning i tre stater i USA.