The impact of accreditation agencies and other powerful stakeholders on the performance measurement in Polish universities

Abstract

Purpose

The purpose of this paper is to extend the understanding of how internal organisational processes change in response to external demands, by investigating the changes undertaken by two Polish business schools (b-schools) in anticipation of and in response to the demands of accreditation agencies (AAs) and other powerful stakeholders. Specifically, it examines the internal research-related performance measurement (PM) system and changes in the use of performance information (PI).

Design/methodology/approach

The case study method is adopted, using data from publicly available documents and interviews with the faculty and management at the two schools. The data are interpreted and analysed using the neo-institutional theory.

Findings

Powerful stakeholders are the primary reason for changes in PM systems and the manner in which PI is used. Specifically, AAs reflect an additional layer in the PM system, allowing for a downward cascading PI effect. This also leads to a wider use of PI across different organisational levels.

Research limitations/implications

This study focusses on two case studies in a region still undergoing transition. Thus, this analysis could be reinforced through additional cases, different data collection methods and cross-country and between-country comparative analyses.

Originality/value

The changes in PM systems and particularly the use of PI are discussed in the context of Polish higher education (HE) and, more broadly, the entire Central and Eastern Europe (CEE) region. Moreover, the consideration of two b-school cases facilitates a comparative analysis of the differences in PM systems and the use of PI in the context of stakeholders’ PI needs.

Citation

Dobija, D., Górska, A.M. and Pikos, A. (2019), "The impact of accreditation agencies and other powerful stakeholders on the performance measurement in Polish universities", Baltic Journal of Management, Vol. 14 No. 1, pp. 84-102. https://doi.org/10.1108/BJM-01-2018-0018