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Journal of Public Administration Research and Theory Advance Access originally published online on January 22, 2008
Journal of Public Administration Research and Theory 2009 19(1):81-105; doi:10.1093/jopart/mum042
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© The Author 2008. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oxfordjournals.org

Examining Perceived Honest Performance Reporting by Public Organizations: Bureaucratic Politics and Organizational Practice

Kaifeng Yang

Florida State University

Address correspondence to the author at kyang{at}fsu.edu.

The credibility of performance information provided by government agencies to their stakeholders is critical to performance-based accountability and policy learning. However, the public administration literature has rarely paid attention to the determinants of honest performance reporting. This study draws on the multi-actor principal-agent model and examines how bureaucratic politics (external and internal) and organizational practice (participation and culture) affect an organization's performance reporting. Based on survey data from Taiwan, the results show that supportive external environments and harmonious internal environments are likely to enhance stakeholder participation and innovation culture, which, in turn, encourage honest performance reporting.


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