A BIASED PERFORMANCE-PUZZLE: Towards a hybrid balanced scorecard in the public sector

Literature suggests that numerous public organizations today are behaving as hybrids, combing governance logics from different management views, those of Traditional Public Management (TPM), New Public Management (NPM) and... [ view full abstract ]

Literature suggests that numerous public organizations today are behaving as hybrids, combing governance logics from different management views, those of Traditional Public Management (TPM), New Public Management (NPM) and Public Value Governance (PVG). Yet, the consequences of hybridity on organizational performance have been not studied in detail. Moreover, current literature on organizational performance excessively focuses on NPM-dimensions, such as output-quantity, effectiveness and customer satisfaction, ignoring performance-dimensions that merely align with TPM or PVG. Studying performance of hybrids here also implies a more inclusive conceptualization and measurement of performance. As a first step to eventually measure the effects of hybridity on performance this paper relies on a systematic literature review to propose a ‘hybrid’ balanced instrument of organizational performance in which performance-dimensions from the different management views are being integrated.

Keywords: Organizational performance, Traditional Public Management, NPM, Public Value Governance, Hybridity