Performance measurement system effectiveness in public sector IT outsourcing contracts
A key issue in the successful management of an Information Technology (IT) outsourcing contract is the measurement of the vendor's performance to ensure that all agreed outcomes are achieved. An effective performance measurement system (PMS) provides both control and accountability of the vendo...
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| Format: | Conference Paper |
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Cranfield University
2009
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| Online Access: | http://hdl.handle.net/20.500.11937/29070 |
| _version_ | 1848752704886669312 |
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| author | Perrin, Brian Pervan, Graham |
| author2 | Carolyn Stringer |
| author_facet | Carolyn Stringer Perrin, Brian Pervan, Graham |
| author_sort | Perrin, Brian |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | A key issue in the successful management of an Information Technology (IT) outsourcing contract is the measurement of the vendor's performance to ensure that all agreed outcomes are achieved. An effective performance measurement system (PMS) provides both control and accountability of the vendor and the contract arrangements. Despite the recognised importance of performance measurement to the overall success of IT outsourcing, a review of the literature highlights that research in this area is very limited. Based on a survey of large public sector organisations and universities throughout Australia, this paper develops and explores a three-dimensional model initially developed by Bouckaert (1993) and later refined by Streib and Poister (1999) to measure the effectiveness of performance measurement systems used in public sector IT outsourcing contracts. This research supports Bouckaert's (1993) proposition that an effective performance measurement system needs to include three essential characteristics : be valid, legitimate and functional. This research contributes to the existing literature on the choice and implementation of PMSs used in public sector IT outsourcing service contracts, and provides some practical guidance to public sector managers on the design of effective PMSs. The results also highlight that an effective PMS is a dynamic process that is not static and should be continually improved |
| first_indexed | 2025-11-14T08:12:51Z |
| format | Conference Paper |
| id | curtin-20.500.11937-29070 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:12:51Z |
| publishDate | 2009 |
| publisher | Cranfield University |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-290702017-10-02T02:27:48Z Performance measurement system effectiveness in public sector IT outsourcing contracts Perrin, Brian Pervan, Graham Carolyn Stringer functionality public sector IT outsourcing validity performance measurement systems effectiveness legitimacy A key issue in the successful management of an Information Technology (IT) outsourcing contract is the measurement of the vendor's performance to ensure that all agreed outcomes are achieved. An effective performance measurement system (PMS) provides both control and accountability of the vendor and the contract arrangements. Despite the recognised importance of performance measurement to the overall success of IT outsourcing, a review of the literature highlights that research in this area is very limited. Based on a survey of large public sector organisations and universities throughout Australia, this paper develops and explores a three-dimensional model initially developed by Bouckaert (1993) and later refined by Streib and Poister (1999) to measure the effectiveness of performance measurement systems used in public sector IT outsourcing contracts. This research supports Bouckaert's (1993) proposition that an effective performance measurement system needs to include three essential characteristics : be valid, legitimate and functional. This research contributes to the existing literature on the choice and implementation of PMSs used in public sector IT outsourcing service contracts, and provides some practical guidance to public sector managers on the design of effective PMSs. The results also highlight that an effective PMS is a dynamic process that is not static and should be continually improved 2009 Conference Paper http://hdl.handle.net/20.500.11937/29070 Cranfield University fulltext |
| spellingShingle | functionality public sector IT outsourcing validity performance measurement systems effectiveness legitimacy Perrin, Brian Pervan, Graham Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title | Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title_full | Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title_fullStr | Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title_full_unstemmed | Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title_short | Performance measurement system effectiveness in public sector IT outsourcing contracts |
| title_sort | performance measurement system effectiveness in public sector it outsourcing contracts |
| topic | functionality public sector IT outsourcing validity performance measurement systems effectiveness legitimacy |
| url | http://hdl.handle.net/20.500.11937/29070 |