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Toward a Theory of Performance Reporting to Achieve Public Sector Accountability: A Field Study
Author(s) -
Cunningham Gary M.,
Harris Jean E.
Publication year - 2005
Publication title -
public budgeting and finance
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.694
H-Index - 30
eISSN - 1540-5850
pISSN - 0275-1100
DOI - 10.1111/j.0275-1100.2005.00359.x
Subject(s) - accountability , agency (philosophy) , accounting , performance measurement , field (mathematics) , government (linguistics) , public sector , principal–agent problem , business , public relations , performance management , public administration , economics , political science , finance , marketing , corporate governance , sociology , linguistics , philosophy , mathematics , economy , pure mathematics , law , social science
Governments in many countries are implementing performance reporting systems. Many advocates claim that performance reporting results in accountability and effectiveness. There is no theory to justify these claims and guide implementation. This paper presents five field studies of five performance‐reporting systems to begin building theory. Four locations are optimistic; one is not. Mere adoption of performance reporting is not effective. Broad involvement across all government levels is important. Communication and integration with strategic planning and agency management are essential. Two theoretical streams, accounting in organized anarchies and the constitutive role of accounting, are useful theoretical bases.