Evolving Performance Management Systems in Public Sector Networks: A Longitudinal Case Study of The World Largest Public Network Supporting Smes

The study demonstrates that PMS in public sector networks evolve as socio-technical systems shaped by external triggers, bounded lifecycles, and building blocks. This reframes PMS not as static indicator sets nor as continuously adaptive systems, but as episodic, governed design processes that balance accountability, collaboration, and learning. The proposed framework is transferable to other public sector networks and provides actionable guidance for policymakers and managers seeking to design performance systems that capture the value of coordination and co-production in complex, multi-actor environments.