An Interdisciplinary Perspective on the Evolution of Strategic Performance Management Systems
Jack Radford and
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Suwit Srimal: Prince of Songkla University, Thailand
Jack Radford: Lincoln University, New Zealand
Chris Wrigh: The University of Adelaide, Australia
This paper provides an interdisciplinary perspective on the evolution of organizational performance management (PM) systems that transcends the limited perspectives currently found within certain academic disciplines. It looks for the presence of convergent evolution in those management systems. A review of the many management systems that have been harnessed into strategic systems suggests that pressure to be best at the same or similar tasks causes such management systems to converge to common forms and functions. Forms of PM are: 1) Measurement-embedded systems, 2) Horizontally and vertically integrated systems, 3) Strategic-oriented systems, and 4) Fact-based information systems. Functions of PM are: 1) Creating and maintaining strategic alignment, 2) Supporting decision making, 3) Assisting formulation and execution of strategy, 4) Influencing organizational behaviours, and 5) Facilitating a learning organization.
Keywords: performance management; performance measurement; intellectual capital; quality management; management control; convergent evolution (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:tkp:mklp13:141-149
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