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Strategic program management: Performance accountability driving use in national governments.

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Title: Strategic program management: Performance accountability driving use in national governments.
Authors: Berman, Evan M.1 (AUTHOR) evan.berman@fgv.br, Prasojo, Eko2 (AUTHOR) prasojo1@ui.ac.id, Fathurrahman, Reza2 (AUTHOR) rezafathurrahman@ui.ac.id, Samartini, André3 (AUTHOR) andre.samartini@fgv.br, Plimmer, Geoff4 (AUTHOR) geoff.plimmer@vuw.ac.nz, Sabharwal, Meghna5 (AUTHOR) meghna.sabharwal@utdallas.edu, Neiva, Vinicius1 (AUTHOR) viniciusmneiva@gmail.com, Syarien, Muhamad Imam Alfie2 (AUTHOR) imam.alfie@ui.ac.id, Hariyati, Desy2 (AUTHOR) desy.hariyati@ui.ac.id, Puspasari, Debie2 (AUTHOR) debiepuspasari@ui.ac.id, Wijayanti, Fajar Wardani2 (AUTHOR) fajarwardaniw@gmail.com, Ferdiansyah, Julyan2 (AUTHOR) julyanferdian@gmail.com
Source: Public Administration Review. May/Jun2025, Vol. 85 Issue 3, p862-884. 23p.
Subject Terms: *Civil service, Organizational accountability, Public sector, Project management, Project managers, Public institutions, Indonesians
Geographic Terms: Indonesia, Brazil
Abstract: Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: Strategic program management: Performance accountability driving use in national governments.
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  Data: <searchLink fieldCode="AR" term="%22Berman%2C+Evan+M%2E%22">Berman, Evan M.</searchLink><relatesTo>1</relatesTo> (AUTHOR)<i> evan.berman@fgv.br</i><br /><searchLink fieldCode="AR" term="%22Prasojo%2C+Eko%22">Prasojo, Eko</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> prasojo1@ui.ac.id</i><br /><searchLink fieldCode="AR" term="%22Fathurrahman%2C+Reza%22">Fathurrahman, Reza</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> rezafathurrahman@ui.ac.id</i><br /><searchLink fieldCode="AR" term="%22Samartini%2C+André%22">Samartini, André</searchLink><relatesTo>3</relatesTo> (AUTHOR)<i> andre.samartini@fgv.br</i><br /><searchLink fieldCode="AR" term="%22Plimmer%2C+Geoff%22">Plimmer, Geoff</searchLink><relatesTo>4</relatesTo> (AUTHOR)<i> geoff.plimmer@vuw.ac.nz</i><br /><searchLink fieldCode="AR" term="%22Sabharwal%2C+Meghna%22">Sabharwal, Meghna</searchLink><relatesTo>5</relatesTo> (AUTHOR)<i> meghna.sabharwal@utdallas.edu</i><br /><searchLink fieldCode="AR" term="%22Neiva%2C+Vinicius%22">Neiva, Vinicius</searchLink><relatesTo>1</relatesTo> (AUTHOR)<i> viniciusmneiva@gmail.com</i><br /><searchLink fieldCode="AR" term="%22Syarien%2C+Muhamad+Imam+Alfie%22">Syarien, Muhamad Imam Alfie</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> imam.alfie@ui.ac.id</i><br /><searchLink fieldCode="AR" term="%22Hariyati%2C+Desy%22">Hariyati, Desy</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> desy.hariyati@ui.ac.id</i><br /><searchLink fieldCode="AR" term="%22Puspasari%2C+Debie%22">Puspasari, Debie</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> debiepuspasari@ui.ac.id</i><br /><searchLink fieldCode="AR" term="%22Wijayanti%2C+Fajar+Wardani%22">Wijayanti, Fajar Wardani</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> fajarwardaniw@gmail.com</i><br /><searchLink fieldCode="AR" term="%22Ferdiansyah%2C+Julyan%22">Ferdiansyah, Julyan</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> julyanferdian@gmail.com</i>
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  Data: <searchLink fieldCode="JN" term="%22Public+Administration+Review%22">Public Administration Review</searchLink>. May/Jun2025, Vol. 85 Issue 3, p862-884. 23p.
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  Data: *<searchLink fieldCode="DE" term="%22Civil+service%22">Civil service</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+accountability%22">Organizational accountability</searchLink><br /><searchLink fieldCode="DE" term="%22Public+sector%22">Public sector</searchLink><br /><searchLink fieldCode="DE" term="%22Project+management%22">Project management</searchLink><br /><searchLink fieldCode="DE" term="%22Project+managers%22">Project managers</searchLink><br /><searchLink fieldCode="DE" term="%22Public+institutions%22">Public institutions</searchLink><br /><searchLink fieldCode="DE" term="%22Indonesians%22">Indonesians</searchLink>
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  Data: <searchLink fieldCode="DE" term="%22Indonesia%22">Indonesia</searchLink><br /><searchLink fieldCode="DE" term="%22Brazil%22">Brazil</searchLink>
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  Label: Abstract
  Group: Ab
  Data: Strategic program management (SPM) is an approach for advancing the aspirations of programs and their impact. While programs are omnipresent in government, concerns exist that they are not always strategically managed. Studies that examine SPM are lacking. This study defines and conceptualizes SPM, examines it in two national governments (Brazil and Indonesia), and focuses on felt performance accountability as a driver of SPM use. SPM use is highly uneven, and despite concerns about the effectiveness of performance accountability in the public sector, a key finding is that program managers' felt performance accountability is associated with increased SPM use by program officials. Managers' performance accountability also increases political appointees' support for programs and decreases their interference with program priorities. These findings are important because they provide a means for program officials, typically civil servants, to strengthen the strategic direction of public programs. Recommendations are made for strengthening the performance accountability of managers. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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RecordInfo BibRecord:
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    Identifiers:
      – Type: doi
        Value: 10.1111/puar.13892
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      – Code: eng
        Text: English
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      Pagination:
        PageCount: 23
        StartPage: 862
    Subjects:
      – SubjectFull: Civil service
        Type: general
      – SubjectFull: Organizational accountability
        Type: general
      – SubjectFull: Public sector
        Type: general
      – SubjectFull: Project management
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      – SubjectFull: Project managers
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      – SubjectFull: Public institutions
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      – SubjectFull: Indonesians
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              M: 05
              Text: May/Jun2025
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              Y: 2025
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