Performance management systems and public value strategy: A case study

Purpose: This paper is aimed to analyze the role of performance management systems (PMS) in supporting the public value strategies. Methodology/approach: The paper draws from public value literature, and in particular the public value dynamic model by Horner and Hutton (2011), the paper presents the results of a case study of implementation of a PMS model named “Value Pyramid - VP”. The study was conducted in a public-owned Theatre from 2007 to 2012, through an action research experimental approach. Findings: The results stress the need for an improved conceptualization of performance management systems within public value strategy. The PMS was found to play an integrating role between the create and measure dimensions of the public value strategy. Through the experimentation of the VP, the case site was able to measure and visualize what it considered public value and start an internal reflections of the internal/external causes of both creation and destruction of public value. Research limitations/implication: The paper is limited to just one case study, although in-depth and longitudinal. However, the we propose a theoretical refinement of the Horner and Hutton (2011) framework, calling for an improved consideration of performance management systems within a public value strategy. Social implications: The results suggest the possibility to measure and manage public value, suggesting the possibility to improve the accountability toward the society at large. Originality/value of paper: the paper is one of the first attempting to understand the role of PMS within public value strategy framework. Besides, the paper contributes to some of the research lines highlighted by Benington and Moore (2011: p.20-21), discussing public value from an accounting perspective, applying the public value concept to a particular policy arenas (cultural services) with an attempt to assess, measure and manage public value.