The (Non-)Adoption of Outcome-Based Performance Management: Evidence from Swedish Central Government

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review


This chapter extends prior research into what prevents governments from adopting outcome-based performance management as a dominant mode of governance through an analysis of reforms unfolding in Swedish central government over the last three decades. In doing so, I conceive of different performance management practices as an integral part of broader governance logics that buttress particular ways of defining performance. The relatively limited use of outcome-based performance management in Swedish central government is explained with reference to a series of incomplete shifts between such governance logics, which have moderated the impetus behind reforms and created hybrid governance practices.
Original languageEnglish
Title of host publicationPublic Sector Reform and Performance Management in Developed Economies
Subtitle of host publicationOutcomes-Based Approaches in Practice
EditorsZahirul Hoque
Publication statusPublished - 2021


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