An Integrated Performance Management Framework: Bridging Public Administration, Corporate Strategy, and Project Governance

DOI

10.2991/978-94-6463-980-3_7How to use a DOI?

Keywords

Performance management; Strategic alignment; Process optimization; Outcome orientation

Abstract

Performance management remains fragmented: governments stress accountability, firms rely on financial dashboards, and projects chase the iron triangle. We propose a single, testable framework that links strategy, process, and outcomes through clear feedback rules and reviews. It makes alignment visible across levels and units, keeps processes adaptable to change, and treats results as action triggers. Use in government, corporate management, and project governance shows consistent practice while allowing different weights and timing. Routine reviews map goal lineage, time strategy to process changes, and enforce threshold-based responses to close execution gaps. The result is a practical method to align intent with delivery and improve resilience under uncertainty.

Copyright

© 2025 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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TY  - CONF
AU  - Zixuan Shi
PY  - 2025
DA  - 2025/12/26
TI  - An Integrated Performance Management Framework: Bridging Public Administration, Corporate Strategy, and Project Governance
BT  - Proceedings of the 2025 5th International Conference on Business Administration and Data Science (BADS 2025)
PB  - Atlantis Press
SP  - 62
EP  - 71
SN  - 2352-538X
UR  - https://doi.org/10.2991/978-94-6463-980-3_7
DO  - 10.2991/978-94-6463-980-3_7
ID  - Shi2025
ER  -