TY - JOUR
T1 - Strategic program management
T2 - Performance accountability driving use in national governments
AU - Berman, Evan M.
AU - Prasojo, Eko
AU - Fathurrahman, Reza
AU - Samartini, André
AU - Plimmer, Geoff
AU - Sabharwal, Meghna
AU - Neiva, Vinicius
AU - Syarien, Muhamad Imam Alfie
AU - Hariyati, Desy
AU - Puspasari, Debie
AU - Wijayanti, Fajar Wardani
AU - Ferdiansyah, Julyan
N1 - Publisher Copyright:
© 2024 American Society for Public Administration.
PY - 2024
Y1 - 2024
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=85208090443&partnerID=8YFLogxK
U2 - 10.1111/puar.13892
DO - 10.1111/puar.13892
M3 - Article
AN - SCOPUS:85208090443
SN - 0033-3352
JO - Public Administration Review
JF - Public Administration Review
ER -