Chinese Public Administration Review CPARPerformance measurement translates organizational goals into objectives and actions. Empirical performance information scores and ranks functional departments based on their implementation capacity; such capacity indexes can be linked to strategic planning and the adjustment thereof. Does the participation of various stakeholders in the strategic planning process enhance the use of performance information? Do external stakeholders generate a different effect on the use of performance information when compared to internal stakeholders? The author attempts to answer these questions by examining whether the participation of external stakeholders (including interest groups and citizen groups) and internal stakeholders (including Chief Administrative Officers [CAOs], local government staff, and elected officials) in strategic plans could positively influence the application of performance information to strategic planning. Data are mainly from the 2006 International City/County Management Association (ICMA) "State of the Profession" survey. The statistical method of logistic regression was employed. The research findings indicate that the participation of CAOs, local government staff, and elected officials positively and significantly influences the application of performance information to strategic planning. Based on technical rationality, managerial effectiveness, and political accountability, internal stakeholders can generate a more significant effect on the use of performance information than external stakeholders.

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