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The characteristics of performance management research: Implications and challenges

Richard Thorpe (Leeds University Business School, University of Leeds, Leeds, UK)
Tony Beasley (Tony Beasley was a cofounder of the British Academy of Management Performance Management Special Interest Group and friend and colleague to many. He died in February 2003.)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 1 June 2004

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Abstract

Seeks to explore the characteristics of organisational performance management with a view to speculating on the way the development of this emerging academic sub‐discipline might evolve. Identifies just what the nature of a research contribution to the field of performance management might be by briefly reviewing the nature of management as a discipline and how performance management might be located within this context. Performance management is located within two main dimensions: cognitive, and those relating to social organisation as proposed by Becher and Gibbons et al. The methodology compares the field of performance management with analysis that has already been undertaken in an attempt to analyse management as discipline. Analysis shows that research in the performance management field, unlike other more mainstream management research, is likely to be “hard” and “applied” (on the main cognitive dimensions – Becher) and convergent and urban (on the main dimensions in relation to its social organisation – Gibbons). Conclusions are discussed in detail.

Keywords

Citation

Thorpe, R. and Beasley, T. (2004), "The characteristics of performance management research: Implications and challenges", International Journal of Productivity and Performance Management, Vol. 53 No. 4, pp. 334-344. https://doi.org/10.1108/17410400410533917

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited