CAN THE SAME KEY OPEN DIFFERENT LOCKS? ADMINISTRATIVE VALUES UNDERLYING PERFORMANCE MEASUREMENT IN CHINA
Article first published online: 3 JUN 2012
© 2012 John Wiley & Sons Ltd.
Special Issue: Symposium: Reform and Transition in Public Administration Theory and Practice in Greater China. Edited by Tsai-Tsu Su, Richard M. Walker and Lan Xue
Volume 91, Issue 2, pages 366–380, June 2013
How to Cite
CHAN, H. S. and GAO, J. (2013), CAN THE SAME KEY OPEN DIFFERENT LOCKS? ADMINISTRATIVE VALUES UNDERLYING PERFORMANCE MEASUREMENT IN CHINA. Public Administration, 91: 366–380. doi: 10.1111/j.1467-9299.2012.02026.x
- Issue published online: 13 JUN 2013
- Article first published online: 3 JUN 2012
Can one policy instrument be used to accomplish administrative values with different or even conflicting attributes? In his well-known theoretical framework of three clusters of administrative values, Hood argues that management designs that prioritize certain values will be less capable of accomplishing other values. An incompatibility problem exists if one seeks to integrate different sets of values into the same management design. This article further develops Hood's framework by introducing a new set of values that are highly stressed in regimes with a unified politics–administration. Based on a case study of the Chinese performance measurement system, this article argues that different sets of values can be accomplished, though unevenly, by the same management design. Although incompatibility appears, its extent can be neutralized to a degree so that all sets of values are more or less accomplished, without some succeeding at the cost of others.