Over the past two decades there has been a significant increase in the use of performance management systems in the public sector internationally. These systems are widely used, but also criticized (Bouckaert and Peters, 2002; de Bruijn, 2002; Holzer and Yang, 2004; Johnsen, 2005; Radin, 2006). Over time, performance measurement has become more systematic, specialized, professionalized and institutionalized (Van Dooren, 2006). Performance information related to goals and objectives, measured through performance indicators and reported through ICT-based systems has increased (Bouckaert and Halligan, 2006). Yet, performance-based strategic steering is limited (Pollitt, 2006c).
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