Using different types of performance information: implications for hybrid professionals’ decision-making

Performance management (PM) was introduced in the public sector with the idea that decisionmakers could use performance information (PI) to guide public service organizations. However, the mere collection of PI is not sufficient; it is necessary to effectively PI in the decision-making process to enable value-creation processes. Despite this, the existing literature lacks evidence on how various types of PI influence decision-makers’ choices. This study contributes to the literature on PM by offering theoretical insights into how different PI types (financial, administrative, and user-reported) are valued by hybrid professionals. It challenges existing assumptions by showing that financial and patient-reported data are both highly prioritized, suggesting a need to rethink the design of PM systems. The findings advance the debate on integrating user-centred measures and call for a rebalancing of information types to better align with professional values and patient needs.