Factors shaping the use of performance information by public managers

Performance management reforms have a persistent appeal despite unproved effectiveness. Research identifies in the limited utilization of performance information one crucial obstacle. Evidence on how and why public managers use performance information is growing but remains fragmented. A configurational approach is employed to discover competing paths to performance information use in 100 cases. Five macro-conditions, covering the characteristics of performance information systems, features of public managers and context, interact and influence each other as they lead to the outcome. Results highlight relevance of adequacy of performance information, complemented by either effective implementation or leadership commitment and a favourable context.