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Performance evaluation and control: supporting organizational change

Phil Johnson (Change Management Research Centre, Sheffield Hallam University, Sheffield, UK)
Catherine Cassell (Sheffield University Management School, Sheffield, UK)
Paul Close (Change Management Research Centre, Sheffield Hallam University, Sheffield, UK)
Joanne Duberley (Heriot‐Watt University, Edinburgh, UK)

Management Decision

ISSN: 0025-1747

Article publication date: 1 December 2001

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Abstract

Many companies have found that the presumed benefits of organizational change initiatives, such as TQM or team working, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of the company’s performance evaluation and control systems. This paper reports new research sponsored by the EPSRC which has developed a prototype practitioner methodology to help managers in their role as organizational designers to critically appraise and diagnose current organizational control practices and, where appropriate, intervene.

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Citation

Johnson, P., Cassell, C., Close, P. and Duberley, J. (2001), "Performance evaluation and control: supporting organizational change", Management Decision, Vol. 39 No. 10, pp. 841-851. https://doi.org/10.1108/00251740110402337

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MCB UP Ltd

Copyright © 2001, MCB UP Limited