Understanding performance measurement dynamism: A case study

Tuomas Korhonen*, Teemu Laine, Petri Suomala

*Corresponding author for this work

Research output: Contribution to journalReview Articlepeer-review

11 Citations (Scopus)

Abstract

This paper elaborates on the notion of performance measurement (PM) dynamism. The paper's argument is based on a literature review and an interventionist case study. The analysis of the structure of PM dynamism is deepened by using New Institutional Sociology theory as a tool. PM dynamism was found to occur at four different levels: in setting the role of performance measures for decision making in general, in the use of measures, in the selection of measures and within the components of single measures. PM dynamism allows, for instance, measures used only for specific and topical purposes (ad hoc), in contrast to the views presented in the extant literature, which reject measures that are not institutionalized. The use of up-to-date measures, a major implication of understanding PM dynamism more thoroughly, could lead to more efficient strategy implementation and enactment at different levels. The originality of the article consists of identifying the rationale and the levels of PM dynamism and of the consideration that the use of ad hoc measures may have a positive impact on managing performance.

Original languageEnglish
Pages (from-to)35-58
Number of pages24
JournalJOURNAL OF MANAGEMENT AND GOVERNANCE
Volume17
Issue number1
DOIs
Publication statusPublished - 1 Jan 2013
MoE publication typeA2 Review article in a scientific journal

Keywords

  • Ad hoc measures
  • Dynamism
  • Institutional theory
  • Performance measurement

Fingerprint

Dive into the research topics of 'Understanding performance measurement dynamism: A case study'. Together they form a unique fingerprint.

Cite this