ABSTRACT
This chapter addresses separately the rational/technocratic and political-cultural perspectives. It deals with a summary that describes an integrated model of performance measurement and the methods used to further elaborate this model, which include examining moderated and mediated relationships. The chapter shows that the process used to build the model of utilization of performance measurement information is a general one that offers constructive advice on developing more adequate theoretical frameworks in other areas of public administration and nonprofit management. This framework builds on evidence from practice and the wealth of ideas advanced in different areas of study of organizational life. Conspicuously missing from all of the models or approaches to understand knowledge utilization is the role of politics. The New Deal programs that followed the Great Depression are examples of how politics, wanted or not, continued to exert its influence on administration.
