management in the public sector has been widely examined and also in non-profit
organisations (NPOs) but to a lesser extent. Hybrid organisations, however,
such as NPOs in collaboration with the public sector, with a complex mix of
stakeholders and organisational characteristics have not received the same
attention. The utilisation of NPOs in collaboration with the public sector in
the provision of public services is on the increase; consequently, the implications
for performance management and performance management systems (PMS) of the
stakeholder and organisational architecture of such hybrids needs to be better understood.
This paper explores the available literature on performance in such settings
and in particular the dynamics of inter-stakeholder relationships suggesting
that understanding such dynamics is central to improved performance management.
An analysis of the theoretical frames employed provides insight into their
utility for research in this field.