How performance measurement influences stakeholders in not-for-profit organizations

This paper examines the influences of performance measurement (PM) on not-for-profit organizations’ stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders. An in-depth case study is conducted in a large not-for-profit organization in the United Kingdom. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed. Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile or inhibit stakeholders’ understandings and propensity to act towards goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. A theoretical framework is proposed for how PM practices firstly interact with stakeholders at a cognitive level and secondly influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities. PM affects the experience of stakeholders by interacting with their understanding of legitimate performance goals. PM systems should be designed and implemented on the basis of both their formal ability to represent organizational aims and objectives, and their influence on stakeholders. Findings advance PM theory by offering an explanation for how PM influences attention and actions at an individual level

What is performance measurement for? Multiple uses of performance information within organizations

Recent research in performance measurement has focused on the tension between two uses of performance information: ‘passive’, to ensure compliance, and ‘purposeful’, to improve services. This article presents an in-depth study of two public sector organizations in England and shows that the main tension may actually lie between a combined purposeful and passive use, and an exclusively passive one. This tension was most pronounced between organizational levels, where a combined use was dominant among senior managers, and an exclusively passive one was prevalent among middle managers and frontline staff. This split was not intentional—instead, it reflected how people interpreted the role of performance measurement, suggesting that simply promoting greater use of information may not be sufficient for linking measurement with service improvement. This study extends the theoretical understanding of the dynamics of performance information use in organizations and generates implications for using performance measurement to improve service delivery

An efficient numerical model of pulsating combustion and its experimental validation

A simple and efficient numerical model is presented for the simulation of pulse combustors. It is based on the numerical solution of the quasi-ID unsteady flow equations and on phenomenological sub-models of turbulence and combustion. The gas dynamics equations are solved by using the Flux Difference Splitting (FDS) technique, a finite-volume upwind numerical scheme, and ENO reconstructions to obtain secondorder accurate non-oscillatory solutions. The numerical fluxes computed at the cell interfaces are used to transport also the reacting species, their formation energy and the turbulent kinetic energy. The combustion progress in each cell is evaluated explicitly at the end of each time step according to a second-order overall reaction kinetics. In this way, the computations of gas dynamic evolution and heat release are decoupled, which makes the model particularly simple and efficient. A comprehensive set of measurements has been performed on a small Helmholtz type pulse-jet in order to validate the model. Air and fuel consumptions, wall temperatures, pressure cycles in both combustion chamber and tail-pipe, and instantaneous thrust have been recorded in different operating conditions of the device. The comparison between numerical and experimental results turns out to be satisfactory in all the working conditions of the pulse-jet. In particular, accurate predictions are obtained of the device operating frequency and of shape, amplitude and phase of the pressure waves in both combustion chamber and tail-pipe

An organisation theory perspective of performance measurement systems in public sector organisations

This dissertation presents a systematic review of the literature (SLR) about the use of two organization theories (OT) - new institutional and resource dependence - in the study of performance measurement (PM) in public sector organizations. The SLR confirmed the findings of a scoping study, namely that two categories of papers exist in this field - theoretical and applied. The majority of papers are applied: they address primarily the practical aspects of PM, but often lack a strong theoretical grounding. Theoretical contributions, on the other hand, rarely deal with practical aspects and the authors seem unconcerned about the relevance of their studies to practitioners. Nevertheless, it is believed that, by creating new knowledge that is firmly grounded in theory and at the same time relevant to practice, it is possible to bridge the gap between the two bodies of literature and further the knowledge of this field. Furthermore, this dissertation shows that the subject of PM could strongly benefit from the use of the two suggested theories, which, despite their dissimilarities, could be conjointly used. The systematic character of the review means that transparency and traceability to the researcher’s decisions and criteria is maintained. The SLR proved to be very relevant in relation to the researcher’s wider subject of interest - the examination of the interactions between institutions and public sector organizations belonging to the same organisational field in the development of PM systems. In this sense, very significant themes emerged from the material included in the SLR. These include the types of strategic responses to institutional pressures and the importance of various concepts drawn from the two bodies of literature, e.g. efficiency, effectiveness, legitimacy, isomorphism, loose coupling, institutionalization and power. Finally, interesting reflections were identified regarding research methods, methodologies and levels of analysis.MRe

The roles and effectiveness of design in new product development : a study of Irish manufacturers

Investments in design can make a significant contribution to successful new product development (NPD). However, there is insufficient evidence on the most appropriate or effective role that design could play. Previous case-based research has identified alternative roles for designers in NPD, but there is only tentative evidence over such roles’ contribution to NPD outcomes. Using data on a large sample (c. 1300) of Irish manufacturing plants we are able to examine the effectiveness of three different levels of involvement of designers in NPD and their impact on NPD novelty and success. Our analysis suggests that design is closely associated with enhanced performance regardless of the type of role it plays. However, the potential effects of involving design throughout the process appear to be much greater. The relationship between design and NPD outcomes is also strongly moderated by contextual factors; for example, its significance is only evident for organisations, which also engage in in-house R&D. Also, while both small and larger plants do gain from using design as functional specialism and in some stages of the NPD process, the additional benefits of a continuous involvement of design throughout the process are only evident in larger plants. Finally, while discourse and perceptions over design's role in NPD have certainly changed over time, suggesting a much more widespread and strategic use of design, our findings provide a more static picture, showing that design engagement with the NPD process has not changed significantly over the last two decades

Performance measurement and management: a system of systems perspective

Despite changes in tools and practices, the conceptual foundations of performance measurement and management (PMM) are still predominantly rooted in control systems research. While PMM approaches have delivered significant organisational benefits, including creating alignment, supporting monitoring and control, and enabling prediction and optimisation of resource allocation, this paper argues that this paradigm is not capable of responding to increasingly complex and highly uncertain organisational environments. Drawing on ideas emerging in the literature on systems engineering and complex systems, we propose a novel perspective that considers PMM from a ‘system of systems’ (SoS) point of view, whose essential characteristics are autonomy, belonging, connectivity, diversity and emergence. After identifying the assumptions underpinning existing PMM approaches, we outline a SoS-based paradigm to PMM and conclude by articulating the main implications for the practice of PMM and setting out a research agenda

The drivers and purposes of performance measurement : an exploratory study in English local public sector services

This dissertation focuses on the interactions between local public sector organisations and institutions in the development of performance measurement (PM) targets and indicators. The research is grounded in the performance measurement and management literature and adopts a joint new institutional and resource dependence perspective. Empirically, the research, which is qualitative and theory-building, consists of case studies undertaken in local public sector organisations in England. The iterative comparison of theory and data has enabled the investigation of a number of relevant themes. In the last decade, the British Government has placed great emphasis on the consistency of objectives, targets and indicators from national to local levels with the aim of enhancing performance, transparency and accountability, and of driving behavior. However, this research shows that the influence of several organizations and the co- existence of various PM initiatives generate confusion and overlaps locally. Moreover, in the cases considered the unmanageable number of indicators and the lack of clarity regarding the drivers and purposes of PM have led to confused massages and counter- productive approaches to the measurement and management of performance. From a theoretical view-point, the favourable comments expressed by interviewees regarding the current PM regime contrast with critics of New Public Management. Furthermore, legitimacy-seeking and efficiency-enhancing rationals have emerged as intertwined and loosely coupled. This is in opposition to what is maintained by early new institutional theorists. In line with resource dependence theory, PM systems were found to be significant components of power systems in organisations. Through the examination of the roles of PM and the investigation of relevant concepts such as 'golden thread' and performance culture, this research aims to make an impact on policy-making and to improve the ways in which targets and indicators are set and used, hence having a positive effect on the services delivered.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

The roles of performance measurement and management in the development and implementation of business ecosystem strategies

Purpose Performance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies. Design/methodology/approach The authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem. Findings The process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives. Practical implications When developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time. Originality/value The study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts

Rethinking organizational performance management: a complexity theory perspective

Purpose Traditional approaches to organizational performance management that emphasize objectivity, control and predictability are rapidly losing relevance in an environment characterized by increasing levels of complexity and dynamism. This paper draws on complexity theory to suggest a new paradigm for managing performance in organizations. Design/methodology/approach The paper draws on the common features of complex systems and the corresponding concept of emergence to revisit key themes in organizational performance management and propose a set of implications for research and practice. Findings Understanding organizations as complex systems and performance as an emergent property of such systems leads to a set of new research questions, the adoption of alternative methods and the formulation of novel propositions. It also has various implications for both academic research and managerial practice, from moving away from the traditional notion of organizational alignment to adopting a more explicit stakeholder-based view in the design and use of measurement systems. Originality/value The paper highlights the great potential of complexity theory for addressing contemporary issues in the field of organizational performance management and charting the landscape for its future development