Performance management is important to National Sport Organisations as it ensures their transparency and accountability to stakeholders. However, how stakeholders influence the use of performance management systems by National Sport Organisations is still not clear. This study investigates how different stakeholders influence the implementation of performance management among National Sport Organisations. Approach: The study was conducted in Botswana, a Southern Africa country, where semi structured interviews and focus groups were used to collect data from 14 National Sport Organisations and 10 stakeholder groups. Findings: The results revealed that different stakeholders used influence strategies directly and indirectly to affect different performance management stages. Practical implications: This study informs sport managers on how stakeholders use influence strategies on performance management processes, thereby helping them to manage and improve stakeholder relationships. Research contribution: The study contributes to sport management literature and proposes avenues for further research.

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