International Journal of Public Sector Performance Management
- Editor in Chief
- Prof. Leo Paul Dana
- ISSN online
- ISSN print
- 8 issues per year
- CiteScore 0.8 (2021)
IJPSPM fosters discussion on performance management in the public sector, with an emphasis on the implementation of performance management technologies. It acknowledges the complexity of public sector performance management as an interface between the values placed upon public sector activities and their implementation. This gap between what is desirable and what is feasible stands at the crossing of many public sector issues such as cultural and ideological processes as well as regulation and economic processes operating over different space-time scales.
Topics covered include
- Theory/practice of performance management
- Evaluation methods/practices, analyses of efficiency
- Performance benchmarking/measurement, organisational impact
- Performance information utilisation, organisational learning
- Output/outcome/quality indicator definitions
- Performance reward issues
- Visibilisation of performance, performance indicator efficiency
- Organisational paths of performance
- Link between values/cultures and performance management
- Performance measurement roles in transforming institutional settings
- Performance measurement/management/policy context relationships
- Leadership, accountability
- Innovation in public sector management
- Managing public infrastructure technology
- Public sector as venture capitalist/entrepreneur
The objectives of IJPSPM are to share the latest advances that the field has to offer and to create a sustained dialogue between policy makers, government agencies, academic and research institutions and persons concerned with the complex role of performance management in the public sector.
The international dimension is emphasised in order to overcome cultural and national barriers. We promote comparative studies which, emphasising the importance of context, do not abandon the quest for theoretical explanations and generalisations, and which develop theories that are context-sensitive.
All methodologies, such as analytical, empirical, behavioural, survey and case studies are welcome.
IJPSPM's readership comprises academics, practitioners, policy makers, consultants and research students with an interest in research in the field of public sector performance management. The journal provides a vehicle to disseminate information and to learn from each other's work.
IJPSPM publishes original papers, review papers, case studies, conference reports, management reports, book reviews, notes, commentaries and news. Special Issues devoted to important topics in public sector performance management will occasionally be published.
IJPSPM is indexed in:More indexes...
IJPSPM is listed in:
- National Agency for Evaluation of the University and Research System (ANVUR)
- Cabell's Directory of Publishing Opportunities
- Fouchet, Robert, Université Aix-Marseille, France
Editor in Chief
- Dana, Leo Paul, Montpellier Business School, France
- Brahmi, Mohsen, IAE Southern Campus and FEM. S. University, Tunisia
- Šević, Željko, Universiti Utara Malaysia, Malaysia
- Turc, Emil, Université Aix-Marseille, France
Editorial Board Members
- Baumard, Philippe, French National Conservatory of Arts and Crafts (CNAM), France
- Bedrani, Slimane, National Institute of Agronomy and Center of Applied Economics for Development (CREAD), Algeria
- Benoît, Bernard, Université Libre de Bruxelles, Belgium
- Bianchi, Piervito, University of Foggia, Italy
- Bouayad, Brahim, Cadi Ayyad University, Morocco
- Côme, Thierr, Université de Reims Champagne Ardennes, France
- Carassus, David, University of Pau and the Adour, France
- Cepiku, Denita, University of Rome “Tor Vergata”, Italy
- Cherif, Mondher, University of Sfax, Tunisia
- Drumaux, Anne, Brussels Free University, Belgium
- Emery, Yves, IDHEAP (Swiss Graduate School of Public Administration), Switzerland
- Eymeri-Douzans, Jean-Michel, Institute of Political Science, France
- Gagnon, Jacques, University of Sherbrooke, Canada
- Giauque, David, University of Lausanne, Switzerland
- Guenoun, Marcel, Université Paul-Cezanne Aix-Marseille III, France
- Gunardi, Ardi, Universitas Pasundan, Indonesia
- Halgand, Nathalie, University of Nantes, France
- Haouas, Ilham, University of Dubai, United Arab Emirates
- Hintea, Calin Emilian, Babes-Bolyai University, Romania
- Joshi, Manoj, Amity University, India
- Joyce, Paul, Nottingham Trent University, UK
- Kapur, Vijay, University of Delhi, India
- Kuhlmann, Sabine, German University of Administrative Sciences, Germany
- Leitão, João, University of Beira Interior & CEG-IST, University of Lisbon, Portugal
- Mazouz, Bachir, Québec University, Canada
- Mazzoleni, Alberto, University of Brescia, Italy
- Meneguzzo, Marco, University of Rome “Tor Vergata”, Italy
- Moinard, Christian, Audencia Nantes School of Management, France
- Ohkita, Kenichi, Aichi University, Japan
- Orange, Gérald, Rouen Graduate School of Management, France
- Padovani, Emanuele, University of Bologna, Italy
- Pasquier, Martial, IDHEAP (Swiss Graduate School of Public Administration), Switzerland
- Pillania, Rajesh K., Management Development Institute Gurgaon, India
- Proctor, Tony, University of Chester, UK
- Proeller, Isabella, University of Potsdam, Germany
- Rocher, Sebastien, University of Poitiers, France
- Rochet, Claude, Institute for Public Management and Economic Development (IGPDE), France
- Scorsone, Eric, Michigan State University, USA
- Sedjari, Ali, Université Mohamed V University, Morocco
- Talbot, Colin, University of Manchester, UK
- Tanaka, Hiraki, Shizuoka University of Art and Culture, Japan
- Van Dooren, Wouter, University of Antwerp, Belgium
- Villeneuve, Jean-Patrick, IDHEAP (Swiss Graduate School of Public Administration), Switzerland
- Wei, Liu, East China University of Politics and Law, China
A few essentials for publishing in this journal
- Submitted articles should not have been previously published or be currently under consideration for publication elsewhere.
- Conference papers may only be submitted if the paper has been completely re-written (more details available here) and the author has cleared any necessary permissions with the copyright owner if it has been previously copyrighted.
- Briefs and research notes are not published in this journal.
- All our articles go through a double-blind review process.
- All authors must declare they have read and agreed to the content of the submitted article. A full statement of our Ethical Guidelines for Authors (PDF) is available.
- There are no charges for publishing with Inderscience, unless you require your article to be Open Access (OA). You can find more information on OA here.
- All articles for this journal must be submitted using our online submissions system.
- View Author guidelines.
Thai tourists' travel thinking
21 October, 2022
The factors influencing Generation X in Thailand and their intentions to travel overseas are discussed in the International Journal of Public Sector Performance Management. Generation X approximately represents those people born between 1965 and 1979, the cohort between the so-called Baby Boomers (born 1946 to 1964) and the Millennials (born roughly between 1980 and 1996). Chalongrat Rattanakhongsuk, Natchapol Lopiroon, Nunsinee Petcharapirat, Peerapum Hemansutthikul, Suprawee Watchararungroong, Thanaphol Anangosolporn, Warumporn Terdpataweepong, Guntalee Ruenrom, and Apichart Kanarattanavong of Chulalongkorn University in Bangkok, Thailand surveyed 365 Thai Gen Xers and asked them our travel motivations including escapism, excitement, relaxation, knowledge seeking, relationships, self-enhancement and self-actualisation, the influence of friends and family as well as media influencers (travel bloggers and reviewers), their economic circumstances, and foreign-language skills [...]More details...
Contact tracing privacy
5 July, 2022
The arrival of the COVID-19 pandemic led to misery for many millions of people and the tragedy of countless untimely deaths. In the midst of the pandemic, communications technology came to the fore as people were forced to work and learn from home, were isolated from friends, family, and colleagues, and often wholly restricted in their movements with respect to shopping, entertainment, and other activities. Tools that allowed us to access information and engage with other people became more popular than ever before and widespread at least in those parts of the world with the requisite infrastructure. One particular type of tool was more about controlling the disease than allowing us to cope with the "new normal" and that was the contact-tracing application. Writing in the International Journal of Public Sector Performance Management, a team from Slovenia discusses how these applications allowed the health authorities and governments to alert individuals to disease risk if they had been in contact with other people known to be infected with the SARS-CoV-2. The alert would then allow the at-risk individuals to test and isolate as appropriate [...]More details...