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Purpose The goal is to illuminate the requisites for the implementation of performance management reforms in a public bureaucracy. Design/methodology/approach The paper employs a configurational approach, qualitative comparative analysis, that identifies combinations of political and organizational conditions necessary and/or sufficient for success. The analysis applies the success factor identified in the literature in analyzing the experience of departments involved in a city-wide reform in Los Angeles. The analysis utilizes two rounds of survey data combined with case observations to evaluate the presence of these conditions. Cross-case comparisons employ Boolean logic to identify configurations associated with successful system implementation. Findings The analysis identifies several distinct configurations of conditions that appear in departments that implemented the reform. One emphasizes mayoral support, while others emphasize leadership in combination with other organizational capacities. Practical implications The analysis yields several insights for managers. First, no silver bullet such as strong leadership assures reform implementation. Second, there are multiple avenues to reform. An organization that lacks some prerequisites – such as leadership or metrics – may succeed in the presence of other features such as an innovative culture or external political support. Finally, the study provides a bracing council that even under favorable conditions, performance management reforms may fail to take root, for reasons that can be difficult to predict. Originality/value The paper highlights the importance of considering configurations of conditions rather than focusing on conditions independently. Also, it highlights the importance of equifinality, the notion that observed outcomes can have multiple causes, a perspective typically missing in correlational analyses.
Musso et al. (Mon,) studied this question.