7

The aim of this article is to show the uses of scorecards in public hospital performance management in the context of a developing country, Togo. To do this, we conducted a qualitative exploratory study (directors and deputy directors) followed by a confirmatory statistical analysis of data collected from 119 Togolese public hospital managers. The results show that two organisational contingency factors (structure and computerisation) and three behavioural contingency factors (type of management training, decision-making style and control strategy) improve performance management in Togolese public hospitals. This research also enables managers and management controllers to guide hospital decisions under contingent organisational and behavioural conditions.