Responsiveness to reform values: The influence of the environment on performance information use

  • Moynihan D
  • Hawes D
  • 3


    Mendeley users who have this article in their library.
  • N/A


    Citations of this article.


Administrative reforms encode a set of behavioral expectations for bureaucrats to follow. The authors argue that scholars can usefully contribute to understanding accountability by studying whether bureaucrats follow these expectations and what factors encourage such responsiveness to reform values. To demonstrate this approach, the authors examine performance information use as a behavioral measure of responsiveness to results-based reforms. Using a sample of Texas school superintendents, they find that general openness to the environment goes hand in hand with responsiveness to reform values. The authors propose that such a pattern will hold when reform values align with environmental preferences. The perceived influence of stakeholders, networking with stakeholders, and reliance on partnerships all positively predict performance information use. Environments marked by student diversity and stakeholder conflict also correlate with higher use of performance data, while capacity, less managerial experience, and a unified organizational culture correlate positively with higher reported performance information use. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in


  • D. Moynihan

  • D. Hawes

Cite this document

Choose a citation style from the tabs below

Save time finding and organizing research with Mendeley

Sign up for free