The DOI matches its Crossref record; 40 of the 40 references it cites were found in a registry or an index.
Goal-Based Learning and the Future of Performance Management
Abstract
All levels of government have begun to pursue results-based reforms, which assume that managers will use performance information to make better decisions. However, reforms have neglected the insights of a large and relevant literature on organizational learning. This article revisits this literature, treating results-based reform as an organizational learning mechanism and a deliberate structural effort to induce learning. From an organizational learning perspective, most results-based reforms target narrow process improvement (single-loop learning) rather than a broad understanding of policy choices and effectiveness (double-loop learning), even though the latter is more critical for long-term organizational success. Case evidence from state governments illustrates single- and double-loop learning and the importance of two frequently neglected aspects of organizational learning: learning forums—routines where performance information is deliberately examined—and the role of organizational culture in enabling or limiting learning.
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Cites
DiMaggio, P. J., & Powell, W. W. (1983) · American Sociological Review · doi:10.2307/2095101 · Cited by 38,435
DiMaggio, P. J., & Powell, W. W. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17011-1 · Cited by 25,802
Organizational culture and leadership
(1993) · Long Range Planning · doi:10.1016/0024-6301(93)90120-5 · Cited by 16,462
Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113 · cited 4×
“Argyris and Schön (1996) discuss the dangers of confrontational uses of data, leading to defensive reactions rather than to learning; therefore, an open and nonconfrontational approach among colleagues is preferable to a top-down analysis of failure.”
BackgroundInfluentialOrganizational Culture and Leadership
Tierney, W. G., & Schein, E. H. (1986) · The Academy of Management Review · doi:10.2307/258322 · Cited by 9,601
DiMaggio, P. (1983) · American Sociological Review · Cited by 9,078
The balanced scorecard: Translating strategy into action
(1997) · Long Range Planning · doi:10.1016/s0024-6301(97)80925-9 · Cited by 8,192
Senge, P. M. (1990) · Cited by 6,332
Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector
Weiss, J. A., Osborne, D., Gaebler, T., & Review, N. P. (1995) · The Academy of Management Review · doi:10.2307/258896 · Cited by 4,540
Bureaucracy: what government agencies do and why they do it
(1990) · Choice Reviews Online · doi:10.5860/choice.27-4796 · Cited by 3,795
Cited by
Setting the Table: How Transformational Leadership Fosters Performance Information Use
Moynihan, D. P., Pandey, S. K., & Wright, B. E. (2012) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mur024 · Cited by 391
Self-citationLocal Government Management and Performance: A Review of Evidence
Walker, R. M., & Andrews, R. (2015) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mut038 · Cited by 257
Harvey, G., Skelcher, C., Spencer, E., Jas, P., & Walshe, K. (2010) · Public Management Review · doi:10.1080/14719030902817923 · Cited by 111
Metadata
- Authors
- Moynihan, D. P.
- Venue
- Public Administration Review
- Publisher
- Wiley
- Published
- 2005-03
- Volume
- 65
- Issue
- 2
- Pages
- 203-216
- ISSN
- 0033-3352 (ISSN-L)
- 1540-6210
- OpenAlex
- W2010658593
- Cited by
- 324
- References
- 40
- FWCI
- 26.73
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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