Sector-Switching, Bureaucratic Reputation, and Citizen Evaluation of Performance: Evidence From a Large-Scale Experiment in India

Abstract

Amid crises of trust in government, the legitimacy of public organizations has never been more important. In this context, access to performance information ensures democratic control and thus legitimacy. However, performance evaluation is hindered by transaction costs in accessing and cognitive biases in interpreting performance. We examine two antecedents of citizen evaluations of performance: sector and bureaucratic reputation. Utilizing two experiments on a representative sample of Indian citizens, we situate our paper amid the increasing privatization of public services, and reputation management strategies used to influence performance evaluations. We discuss our findings and their implications for public management theory and practice.