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What is Actually Measured? Investigating the Correspondence Among Goals and Performance Indicators in a Swedish Municipality

Performance indicators are popular tools for measuring, managing, controlling, and auditing, especially in public sector organizations. However, usage has been facing criticism for missing the context of the data due to the excessive focus on quantitative information. This phenomenon has been identified in the public sector and is investigated in this study by comparing a Swedish municipality's strategic goals with their chosen performance indicators. The study uses value and knowledge management theories in combination and identifies values among the goals for comparison with the indicators. This method enables an analysis of the indicators' capacity to represent the goals. The results indicate that a representation bias exists among the goals and performance indicators and that the goals are formulated on a higher level than the indicators. A suggested solution is to decrease the quantity level of the goals, meaning that the goals could be formulated more specifically, which would make it easier to match them with the representative performance indicators.