Implementation of performance management in an environment of conflicting management cultures
International Journal of Productivity and Performance Management
ISSN: 1741-0401
Article publication date: 24 February 2020
Issue publication date: 6 August 2020
Abstract
Purpose
The aim of this paper is to examine how performance management (PM) is adopted in the public university sector and the problems it faces in an environment of conflicting management cultures.
Design/methodology/approach
This paper draws on institutional logics as a theoretical framework and inductive qualitative interviews as a research approach.
Findings
The results reveal that the conflicting values instilled in key players aligned with the different cultures have resulted in PM assuming a hybrid form, rather than the corporate form. Three identified problematic factors further demonstrate that the level of hybridity varies across the sector. The paper alludes to a theory-practice gap as a result of the findings and the concept of negative hybridity and its risk to effective governance aligned with the corporate approach.
Research limitations/implications
The results are limited to Australian public universities. In addition, interviews were conducted with a specific set of university management staff. A different perspective on the findings may have been generated with a different set of management or operational staff.
Practical implications
The results provide policymakers and university management with information on the theory practice gap and the problematic factors contributing to it. It also informs policymakers to the risks associated with negative hybridity.
Originality/value
The results reveal the existence of a theory–practice gap because of a number of common problematic factors in the adoption of a corporate-oriented PM system in Australian public universities. The results highlight the need for further studies to establish the extent to which the current hybrid PM system deviates from the expected corporate-oriented PM system, and whether this poses a risk to effective governance aligned with the corporate approach.
Keywords
Acknowledgements
Erratum. It has come to the attention of the publisher that the article, Christopher, J. (2020), “Implementation of performance management in an environment of conflicting management cultures” published in International Journal of Productivity and Performance Management, contained an error in the pagination for this article in Vol. 69 No. 7. The correct pagination for this article is pp. 1521-1539. These errors were introduced in the production process and have now been corrected in the online version. The publisher sincerely apologises for these errors and for any inconvenience caused. The author wishes to thank the anonymous referees for their useful comments and suggestions toward further developing and improving the paper.
Citation
Christopher, J. (2020), "Implementation of performance management in an environment of conflicting management cultures", International Journal of Productivity and Performance Management, Vol. 69 No. 7, pp. 1521-1539. https://doi.org/10.1108/IJPPM-02-2019-0071
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited