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Performance has become a buzzword in the public sector over the last several decades, as the object of a complex process of conceptualization and implementation. Accordingly, performance measurement and management have been claimed as priorities in the agenda of public sector organizations worldwide. It is widely accepted that the development of New Public Management (NPM) has significantly contributed to this scenario by introducing “managerialism” to the public sector, attempting to reinvent the government, and reinforcing the adoption of performance measurement and management systems (PMMS)(Hood 1995; Osborne and Gaebler 1993). Over time, beyond establishing the main interpretation of performance in terms of efficiency and effectiveness as inspired by NPM, the academic debate has reflected on the need to adopt a different perspective and broaden the boundaries of performance, even …