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Purpose: The purpose of the paper is to bridge the knowledge gap regarding our understanding of the relationship between political governance, performance measurements and performance management.

Design/methodology/approach: An interpretative longitudinal case study including qualitative methods of document studies and interviews collected between 2017 and 2019. The interviews have involved both politicians, officials, and professionals.

Findings: Our results show e.g. politicians' intention with performance management, how goal management and measurements are used as a tool and interpreted by public managers. A conclusion drawn in relation to our findings is that different political agendas and views of performance management tend to contribute to many and detailed performance measurements, the measurements are separated from operative performance management, it also contributes to a short-term perspective and a lack of a holistic view.

Originality/value: Few have with qualitative methods empirically studied the relationship between political governance, performance measurements and performance management.