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A Performance Management Framework for the Public Sector: The Balanced Stakeholder Model

Liu, Wenbin, Mingers, John, wang, wei, Zheng, Yi (2018) A Performance Management Framework for the Public Sector: The Balanced Stakeholder Model. Journal of the Operational Research Society, . ISSN 0160-5682. (doi:10.1080/01605682.2018.1448247) (KAR id:66296)

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Abstract

Managing performance is a major concern within the public sector. Many systems for performance management, such as the balanced scorecard, have been developed in the private sector but these tend to focus on financial targets and a small range of stakeholders, primarily shareholders. The public sector has a much wider range of objectives and of stakeholders. Previous papers have developed a performance measurement and management system (the “3 E’s” methodology) based on SSM. In this paper the methodology has been further developed to help identify sets of relevant stakeholders, both internal and external, and then try to balance their particular interests which may be independent, complementary or conflicting. The methodology decomposes activities throughout the organization; identifies key stakeholders and their interests at each level; views these in terms of four perspectives – goal, operation, stakeholder, capability; and identifies KPIs if required. A case study of its application in a Chinese hospital is included.

Item Type: Article
DOI/Identification number: 10.1080/01605682.2018.1448247
Uncontrolled keywords: KPI, performance management, public sector, stakeholders, soft systems methodology
Divisions: Faculties > Social Sciences > Kent Business School
Depositing User: Steve Liu
Date Deposited: 06 Mar 2018 10:49 UTC
Last Modified: 06 May 2020 03:17 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/66296 (The current URI for this page, for reference purposes)
Liu, Wenbin: https://orcid.org/0000-0001-5966-6235
Mingers, John: https://orcid.org/0000-0002-4102-4696
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