Abstract
Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top-down implementation of performance measurement systems has led to middle-manager disenchantment and does not meet user needs.
| Original language | English |
|---|---|
| Pages (from-to) | 49-54 |
| Number of pages | 6 |
| Journal | Public Money and Management |
| Volume | 16 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 1996 |
| Externally published | Yes |