Interinstitutional performance management: theory and practice of performance indicators at organizational boundaries

Purpose – This paper introduces the special issue volume on inter-institutional performance management, aimed at providing a better understanding of the topic. This guest editorial discusses the main benefits and issues linked to the achievement of collaboration and coordination in the design and use of performance indicators, both in public-public and in cross-sectoral networked settings. Design/methodology/approach – A conceptual review of the key antecedents to inter-institutional and inter-sectoral governance of performance objectives and measures is proposed, rooted both in the performance management and network management literatures. Findings – While the use of performance measures is needed to assess outcomes of public programs within an integrated network of actors, inter-departmental and inter-sectoral performance indicators could enhance greater collaboration. To achieve this, the role of performance measures is shifting in nature, and a more nuanced set of determinants needs to be studied. The seven contributions in this volume support these findings, by leveraging on diverse institutional contexts and empirical methodologies. Research limitations/implications – The conceptual nature of this paper needs further empirical research to validate some of the discussed assumptions and proposed shared management instruments. Still, it shows the way forward to further comparative research into inter-institutional performance management, highlighting country- or region-specific pathways. Originality/value – The paper presents an original approach to performance management in networked settings, by illustrating the main ideas and contents of the special issue.