Strategic program management: Performance accountability driving use in national governments
By: Berman, Evan M., et al
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Material type: 
BookPublisher: Public Administration Review Description: 85(3), May-Jun, 2025: p.862-884.
In:
Public Administration ReviewSummary: Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers.- Reproduced
https://onlinelibrary.wiley.com/doi/10.1111/puar.13892
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 85(3), May-Jun, 2025: p.862-884 | Available | AR136595 |
Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers.- Reproduced
https://onlinelibrary.wiley.com/doi/10.1111/puar.13892
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