Performance measurement systems in higher education: How levers of control reveal the ambiguities of reforms

Silvia Pilonato and Patrizio Monfardini

The British Accounting Review, 2020, vol. 52, issue 3

Abstract: This paper focuses on the introduction of new performance measurement system (PMS) for measuring teaching performance in Universities. The adoption of such PMS should prompt significant changes in existing control processes, but the goals of reform do not automatically translate into the desired organisational responses. Given the impact of PMS on management controls, the nature of such ambiguities may be better investigated using a framework that allows management control systems (MCS) to be taken in account. This paper investigates key actors' perceptions regarding the introduction of PMS through the lens of the levers of control (Simons, 1995, 2000). A qualitative analysis is conducted on interviews held with Italian university teaching managers and heads of programmes to examine the ambiguities arising from the implementation of a PMS.

Keywords: Higher education; Performance measurement systems; Levers of control; Reforms (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (10)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:bracre:v:52:y:2020:i:3:s0890838920300287

DOI: 10.1016/j.bar.2020.100908

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