1 Roskilde School of Governance, Department of Social Sciences and Business, Roskilde University2 The Department of Society and Globalisation, Roskilde University
External challenges and internal decouplings
This paper attempts to identify barriers that prevent performance management from being genuinely result-based. By observing what happened when a Danish workfare reform was implemented by applying performance management, it becomes apparent that there exists internal decouplings on and between two levels; a decoupling between the monitoring/evaluation of established performance indicators and the revising of these for policy-making on future interventions, and a decoupling between the strategic political/administrative level and operational street-level, inhibiting its adaption to local circumstances. It is argued that the existence and severity of these internal decouplings can best be explained by relating it to the overall governance blend and the character of the public policy problem, which are here described as external challenges.