Understanding performance measurement dynamism: A case study

Tuomas Korhonen*, Teemu Laine, Petri Suomala

*Tämän työn vastaava kirjoittaja

Tutkimustuotos: LehtiartikkeliReview ArticleScientificvertaisarvioitu

11 Sitaatiot (Scopus)

Abstrakti

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.

AlkuperäiskieliEnglanti
Sivut35-58
Sivumäärä24
JulkaisuJOURNAL OF MANAGEMENT AND GOVERNANCE
Vuosikerta17
Numero1
DOI - pysyväislinkit
TilaJulkaistu - 1 tammikuuta 2013
OKM-julkaisutyyppiA2 Arvio tiedejulkaisuussa (artikkeli)

Sormenjälki

Sukella tutkimusaiheisiin 'Understanding performance measurement dynamism: A case study'. Ne muodostavat yhdessä ainutlaatuisen sormenjäljen.

Siteeraa tätä