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.
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/10.1108/00251740110402337Download as .RIS
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