THE COGNITIVE FOUNDATION OF A CO‐PRODUCTION APPROACH TO PERFORMANCE MEASUREMENT: HOW DO OFFICIALS AND CITIZENS UNDERSTAND GOVERNMENT PERFORMANCE IN CHINA?

In this article, we explore and discuss the implications and relevance of the concept of co‐production to the design of performance measures. Such a co‐production approach to performance management is grounded upon a conception of public management that emphasizes collective problem‐solving involving not only government officials but also citizens. We argue successful application of such an approach requires that both officials and citizens be cognizant of their role as co‐producers in the process of public service delivery. Whether such a cognitive basis exists in a particular context will affect the utility and viability of the co‐production approach and is an important question that needs to be addressed empirically. To illustrate the importance of the cognitive basis for co‐production, we have conducted an empirical analysis of data collected in a survey in three cities in China. Our analysis suggests that the officials and citizens in the sample generally do not recognize that public administration is a co‐production process involving the efforts of both officials and citizens. Yet, our analysis identifies a number of leverage points for building the cognitive basis. Copyright © 2013 John Wiley & Sons, Ltd.     

FROM DONORSHIP TO OWNERSHIP? BUDGET SUPPORT AND DONOR INFLUENCE IN RWANDA AND TANZANIA

In this article, I analyze the relationship between budget support and ownership, or recipient‐country control over policy outcomes, by exploring how budget support donors in Rwanda and Tanzania attempt to exert influence over domestic policy processes. In contrast to the conventional rhetoric about budget support, my empirical analysis finds little evidence that budget support decreases the influence that donors try to exert over recipient‐country governments. Instead, semi‐structured interviews with donor and government representatives in each country suggest that the aid modality is often used as a tool by which donors attempt to increase their leverage over domestic decision‐making. In particular, I identify three mechanisms frequently used by budget support donors to influence domestic policy processes: voice amplification, a seat at the table, and a license to ask questions. Copyright © 2013 John Wiley & Sons, Ltd.