scholarly journals Performance Information Artifacts

2021 ◽  
Vol 8 (1) ◽  
pp. 0-0
Keyword(s):  
Performance Management ◽  
Information Use ◽  
System Change ◽  
Boundary Spanners ◽  
Qualitative Modeling ◽  
Performance Information ◽  
Effective Learning ◽  
Effective Boundary ◽  
And Performance

The field of performance management is premised on the centrality of measurement and performance information use in everyday decision making and practice. Information is managed through the use of information systems, but research shows that implementing these technological systems is not enough. This research responds to recent calls for a better understanding of performance information use and the role of dialogue among stakeholders in promoting learning and system change. Through case analysis and qualitative modeling, it proposes the concept of performance information artifacts, and the need for effective boundary spanners to promote effective learning and knowledge sharing in performance dialogue.

scholarly journals Performance Information Artifacts

2021 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Luis Felipe Luna-Reyes ◽  
Natalie Helbig ◽  
Xiaoyi Yerden
Keyword(s):  
Performance Management ◽  
Information Use ◽  
System Change ◽  
Boundary Spanners ◽  
Qualitative Modeling ◽  
Performance Information ◽  
Effective Learning ◽  
Effective Boundary ◽  
And Performance

The field of performance management is premised on the centrality of measurement and performance information use in everyday decision making and practice. Information is managed through the use of information systems, but research shows that implementing these technological systems is not enough. This research responds to recent calls for a better understanding of performance information use and the role of dialogue among stakeholders in promoting learning and system change. Through case analysis and qualitative modeling, it proposes the concept of performance information artifacts, and the need for effective boundary spanners to promote effective learning and knowledge sharing in performance dialogue.

Collaborative Performance Management in Interfirm Relationships

2016 ◽  
Vol 28 (3) ◽  
pp. 25-48 ◽  
Author(s):  
Henri C. Dekker ◽  
Rong Ding ◽  
Tom Groot
Keyword(s):  
Information Sharing ◽  
Performance Management ◽  
Management Practices ◽  
Environmental Variability ◽  
Asset Specificity ◽  
Measurement Information ◽  
Boundary Spanners ◽  
Interfirm Relationships ◽  
Performance Information ◽  
Collaborative Performance

ABSTRACT In this study, we examine how firms' collaborative objectives influence their use of performance management practices in interfirm relationships. We conceptualize collaborative performance management to include three interrelated practices: measurement of interfirm performance, information sharing, and interaction between boundary spanners of partner firms. Prior research has related firms' interfirm control choices to transaction risk as proxied by “given” transaction characteristics. We hypothesize that transaction characteristics are determined by the strategic importance of the collaboration (manifested by the importance of firms' collaborative objectives) and, in turn, influence the use of firms' performance management practices. Analysis of survey data supports our hypotheses that strategic importance of the collaboration is associated with transaction characteristics (i.e., with asset specificity, transaction scope, task interdependencies, and environmental variability), which, in turn, mediate the influence of collaborative objectives on the use of performance management practices. We also find that performance measurement, information sharing, and boundary spanner interaction are used as complementary practices in the management of interfirm relationships.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

The integration of risk and performance management: the role of boundary objects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Enrico Bracci ◽  
Giorgia Gobbo ◽  
Luca Papi
Keyword(s):  
Performance Management ◽  
Knowledge Integration ◽  
Boundary Work ◽  
Boundary Objects ◽  
Structured Interviews ◽  
Content Type ◽  
Integration Mechanisms ◽  
And Performance

PurposeThis paper investigates the role of boundary objects and boundary work in the integration of risk management (RM) and performance management (PM) systems. In particular, the paper combines theoretical insights with an empirical focus to examine how shared contexts are created through the boundary work performed by key actors across knowledge boundaries.Design/methodology/approachThe paper develops an exploratory qualitative case study from a local government context. The methodology is based on document analysis and semi-structured interviews.FindingsBoundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices. The paper shows how collaborative versus competitive boundary work exerted by key actors can explain the creation of shared contexts leading to integration between RM and PM.Originality/valueThe results contribute to the debate about the integration of RM with other managerial systems. Differently from previous research, the integration theme is addressed in the present work by looking specifically to the integration between RM and PM. In doing so, the role of both boundary objects and the boundary work performed by relevant actors to demarcate their legitimacy and autonomy over preferred practices is portrayed.

scholarly journals Use and Utilization of Performance Information in Hungary: Exemplary Cases from the Local- Government and the Higher-Education Sectors

2015 ◽  
Vol 8 (2) ◽  
pp. 23-48
Author(s):  
György Hajnal ◽  
Márton Ugrósdy
Keyword(s):  
Performance Management ◽  
Local Governments ◽  
Public Services ◽  
Anglo Saxon ◽  
Performance Information ◽  
Use Of Data ◽  
Actual Use ◽  
Efficiency And Effectiveness ◽  
And Performance ◽  
Measurement And Evaluation

Abstract Performance information and performance management are usually seen as tools to promote the efficiency and effectiveness of different public-policy programs. Performance management is a hot topic in the post-NPM discourse, however most of the debate is centered on the Western European and Anglo-Saxon models of measurement and evaluation of public services. This paper examines how a Central European country with a strong Rechtsstaat tradition can adapt to the use of performance management, and what patterns we can identify in the actual manifestations of measurement and use of data. The authors argue that even though performance management is not known in Hungary as per defined in the academic literature, there are signs on the ground that PM ideology and actual use are gaining traction in every field of public services, both in central and local governments.

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