Although many studies state the benefits of performance management systems within the sport sector, there has been little research regarding the practical application and suitability of these systems. This study aims to answer this gap by analyzing national sport organizations' performance management models and practices. A qualitative analysis of 32 Scottish national sport organizations’ strategic plans has been undertaken followed up by four interviews of governing body’s representatives and one focus group including eight participants within the Scottish sport system. Ten common performance dimensions, twenty strategic objectives and forty-two key performance indicators were identified. Findings show that the performance management practices of Scottish national sport organizations were affected by institutional pressures, making the use of performance management systems an institutionalized practice. Though, national sport organizations showed pragmatic autonomy by ordinating their behaviors and practices for their own organizational gain, taking advantage of their dependent position when opportunities present themselves such as securing funding.

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