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Performance Management and Evaluation in Norwegian Local Government: Complementary or Competing Tools of Management?

This chapter identifies some important factors that can explain the use of performance management, and discusses how performance management and evaluation can complement each other. The chapter draws on the life‐cycle approach to performance management, as well as previous empirical studies of performance management in Norwegian local government. Both performance management and evaluation are subject to organizational and partisan politics, possibly to different degrees. Better utilization of complementarities could improve both performance management and evaluation. Performance management and evaluation compete for institutional power and scarce resources, which affects how well these tools are integrated or developed as competing systems. © Wiley Periodicals, Inc., and the American Evaluation Association.