Fragmentation and performance dialogues in public management

Abstract

PurposeLack of knowledge and performance information sharing between actors is one manifestation of fragmentation in public performance management. This study aims to understand what managerial means are used for connecting performance dialogues and how these means affect fragmentation in performance management.Design/methodology/approachIn this cross-sectional research design, the authors reviewed documents, interviewed public managers, observed workshops and held thematic discussions with public managers in one Finnish municipality. To analyze the empirical data, the authors used thematic analysis and both inductive and deductive research approaches.FindingsThe analysis revealed nine managerial means that public managers use for connecting performance dialogues to decrease fragmentation. These were (1) defining the division of labor between different dialogues, (2) assigning resources for performance dialogues, (3) generating convincing narratives for promoting collaboration, (4) providing the same performance information to collaborators, (5) building joint information systems, (6) establishing integrative performance dialogue hubs, (7) naming the gatekeepers, (8) offering training for dialogues and (9) synchronizing performance dialogues. Based on our findings, most of these means can preserve, increase or decrease fragmentation depending on their design.Originality/valueThe results of the study are valuable because the performance management literature has not investigated what managerial means are used to connect performance dialogues and how these means can preserve, increase or decrease fragmentation.