The performance of an organization is how “society” (customers, users, neighbours…) judges the ratio between value (satisfied needs) and cost (consumed resources). To control the organization, performance then requires to solve two problems: define the needs it has to fulfill (value content), deploy the couple “value-cost” into the internal components of the organization. Both issues are interconnected. The actual definition of social needs fulfilled by the organization influences performance control through two mechanisms: its degree of stability and its degree of complexity, customerization. In this article we adopt the hypothesis that public performance control in France was traditionally based upon stability and standardization of social needs addressed.
LORINO, P. (1999). A la recherche de la valeur perdue : construire les processus créateurs de valeur dans le secteur public. Politiques et Management Public, pp. 21-34.