The Power of Performance Management Reviews on Organisational Learning
Supervisor: Dr Veronica Martinez
Project reference number: MART-REVIEWS-001
Applications are invited for this research project, offered by the Centre for Business Performance - a world-leading research centre specialising in performance measurement and management systems.
Most organisations have a natural desire to control and measure performance. However, recent studies show that modern organisations are becoming more interested in improving their performance and learning from their experiences rather than just controlling their operations and budgets. Hence, the average $1 billion sales company spends 25,000 days per year reviewing performance. In this journey, performance reviews play an important role in supporting managers to drive sustainable strategies of profitable growth in rapidly changing markets. This PhD study will explore the phenomenon of performance management reviews and the multi-mechanisms that feed and generate organisational learning at multiple levels. The findings of this PhD study will have significant contributions to theory and practice.
The ideal candidate will have a strong educational background in management, social psychology or engineering subject with an interest in the wider business aspects of performance management. Experience of working on projects is desirable, although not essential. A relevant specialist masters degree would be an advantage. We are looking for people who are flexible and open to new ideas, with good communications skills and the ability to work well as part of a team.
References
Greve, H. R. (2003). “Organisational learning from performance feedback- a behavioural perspective on innovation and change” Cambridge University Press
Ismail, Z. and Trotman, K.T. (1995). “The impact of the review process in hypothesis generation tasks”; Accounting, Organizations and Society; 20 (5): 345-357.
Lebas, M. and Euske, K. (2002). “A conceptual and operational delineation of performance” in Neely A (Ed), Business performance measurement: theory and practice, Cambridge University Press, Cambridge pp 65-79
Levitt, B. and March J. G. (1988); “Organizational Learning”, Annual Review of Sociology; Vol. 14, pp. 319-340
Locke E. and Bryan J. F. (1966); “The effects of goal setting, rule-learning, and knowledge of score on performance”; American Journal of Psychology; 79 : 451-457
Locke E. and Latham G. (1990); “A theory of goal setting and task performance”; Prentice Hall
March, J. G. (1988); “Variable risk preferences and adaptative aspirations”, Journal of Economic Behaviour and Organizations, Vol. 9, pp 5-24
Neely, A. et al (2002). “Getting the measure of your business”, Cambridge University Press, Cambridge
Otley, D. T. 1999. “Performance Management: A Framework for Management Control System Research”; Management Accounting Research; 10 : 363-382
Simons R (1999); Performance Measurement and Control Systems for Implementing Strategy; Prentice Hall.
Contact
Dr Veronica Martinez, Senior Research Fellow, Centre for Business Performance
Tel: +44 (0) 1234 751122
Email: v.martinez@cranfield.ac.uk