000			01725nam a2200205 i 4500
020			_a9781108927611
082	0	4	_b3
100	1		_aKroll, Alexander,
245	1	0	_aShared measures _bcollective performance data use in collaborations _cAlexander Kroll
264		1	_aCambridge _bCambridge University Press _c2022
300			_aIV, 82 pages _bTABLES
490	1		_aCambridge elements. Elements in public and nonprofit administration
500			_aTitle from publisher's bibliographic system
520			_aTraditionally, performance metrics and data have been used to hold organizations accountable. But public service provision is not merely hierarchical anymore. Increasingly, we see partnerships among government agencies, private or nonprofit organizations, and civil society groups. Such collaborations may also use goals, measures, and data to manage group efforts, however, the application of performance practices here will likely follow a different logic. This Element introduces the concepts of "shared measures" and "collective data use" to add collaborative, relational elements to existing performance management theory. It draws on a case study of collaboratives in North Carolina that were established to develop community responses to the opioid epidemic. To explain the use of shared performance measures and data within these collaboratives, this Element studies the role of factors such as group composition, participatory structures, social relationships, distributed leadership, group culture, and value congruence
650		0	_aPerformance
650		0	_aBig data
650		0	_aCooperation
856	4	0	_uhttp://www.cambridge.org/core/product/identifier/9781108933025/type/ELEMENT
942			_2lcc _cBK
999			_c10416 _d10416