Reviewing the state of the art in performance studies indicates that the performance approach offers a fruitful and promising way to deal with questions of the functioning and evaluation of strategic policymaking. Nevertheless the papers in this issue also present us with a host of new questions that need further research. These questions are theoretical, empirical, and methodological in nature. Answering them will no doubt broaden the scope and will link performance studies with emerging issues in the social, policy, and management sciences that deal with questions of planning and effectiveness in complex interorganisational settings.
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