Abstract
In 2012 Performance measurement systems (PMSs) became compulsory in the Italian National
Health Service (NHS). The objective of this article is to answer the following research question:
How do health-care organizations set up their PMSs in order to make them coherent with
the institutional context and the intra-organizational dynamics? The findings show how the
similar behavior of the organizations may be considered a case of coercive isomorphism. This
study confirmed many topics discussed in the performance measurement literature and opens
a discussion of some new research questions.
Lingua originale | English |
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pagine (da-a) | 980-986 |
Numero di pagine | 7 |
Rivista | International Journal of Public Administration |
Volume | 37 |
DOI | |
Stato di pubblicazione | Pubblicato - 2014 |
Keywords
- performance measurement