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With growing governmental involvement in sport, there has been a corresponding demand on national sport organizations (NSOs) to operate within performance measurement systems. In this study, we analyze data from New Zealand to determine NSO officials� perceptions of (a) their reporting relationship with the central agency (Sport and Recreation New Zealand), and (b) the system of performance contracts (or �investment schedules�). Following Norman (2002), we found differing perceptions regarding the legitimacy of performance systems and three tensions emerged. First, the clarity of focus enabled by performance measurement was tempered by the perception of an ever-changing political environment. Second, NSO officials acted strategically and opportunistically at times, marshalling arguments around performance measures to �capture� their principal. Third, neither trust nor distrust in the system necessarily translated into compliance; some NSOs sought independence from the system. This research speaks to the legitimacy of performance systems, a significant but tenuous element to their sustainability.
