ABSTRACT
This chapter discusses the implications of the findings of the mail survey. It focuses on the differential effect that various organizational factors, both internal and external, have on the process of utilization of performance measurement. Performance measurement information may lead to the mobilization of external interest groups in support of changes to a program. A culture characterized by an openness to change, as demonstrated by a positive attitude toward change and reward systems that support risk taking, makes a difference at the implementation stage of performance measures, but appears to have little relevance at the adoption stage. The chapter presents empirical evidence that has resulted from analyzing data from a cross-sectional national survey of state and local government organizations. It discusses this evidence and highlights the policy and practical implications that follow from these findings. The political model of organizations thrives on the importance of interest groups as political factors in the organization.
