Convergence without diffusion? A comparative analysis of the choice of performance indicators in tax administration and social security

Abstract

This article cross-nationally compares the choice of performance indicators in two core fields of state activity, tax administration and social security. Exploring the selection of performance indicators in six countries (Australia, Canada, Netherlands, Sweden, the UK and the US), the article analyses the driving forces for the choice of particular indicators in the context of national administrative traditions and more recent reform agendas on the one hand and the trend towards international exchange and `benchmarking' on the other hand. The article explores the relative significance and interaction of different driving forces of choice and how this shapes the development and application of performance indicators. To that end, it combines instutionalist approaches with the literature on the mechanisms and effects of international exchange and policy diffusion. Our analysis suggests that existing broad similarities are linked to similarities in core activities and values underlying contemporary public service reforms. Variation in the choice of performance indicators (PIs) reflects domestic factors such as governance arrangements through which broad reform trends are filtered. These arrangements also mediate any direct international learning. Points for practitioners This article aims to contribute to the debate around how organizations could learn from the experience of others in designing performance indicators and management systems. Potential for cross-national and cross-sectional learning is particularly high in categories where a particular organization has not yet developed performance indicators but others have done so already. But any cross-reading from other countries' choices should take into account that the definition and use of performance indicators is to a substantial extent driven by domestic institutional traditions, governance arrangements and wider national approaches to performance management. The design of performance indicators should in particular take into account the accountability relations in which agencies are embedded.

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