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Three theories of legitimacy – Dornbusch and Scott’s “Evaluation and the Exercise of authority” (EEA), Walker and Zelditch’s “Legitimacy and the Stability of Authority” (LSA), and Meyer and Rowan’s “Institutonalized Organizations” (IO) – are integrated into a single consistent theory interrelating the internal and external legitimacy processes of organizations. One consequence of IO, the decoupling of sanctions, evaluations, and performance, contradicts EEA and LSA. The contradiction is addressed by aligning the scope of the three theories, which proves to be the source of the contradiction, accommodating their principles to the change in their scope. Translating their terms into a single, consistent language, auxiliary principles are formulated that interrelate their legitimacy processes and conditionalize pressures for evaluation and control and therefore the decoupling of sanctions, evaluations, and performance – the conditions depending on type of environment, extent of dependence on it, and its organization. Integration does not alter the basic principles of EEA or IO but does correct LSA’s over-estimation of the stability of authority and provides IO with a mechanism by which and refines the conditions under which sanctions, evaluations, and performance come to be decoupled.

The purpose of this paper is to study the evaluation and control processes in the governance systems of higher education institutions (HEIs).

This study compares the performance and control processes of strategic management in four HEIs in two European countries with binary systems – Portugal and The Netherlands. Using a case study approach, the authors find that HEIs with different missions and contexts have performance and control systems that are generally indistinguishable.

The controlling strategies in the public HEIs have taken on isomorphic characteristics based on processes that enhance competition, decentralize functions and solidify performance management.

In this paper, the authors “unpackage” strategic management to focus on the forms of control associated with performance evaluation. Performance evaluation is central to the management process and increasingly assuming an integral part of the institution’s identity and culture.

The purpose of this paper is to implement statistical process control (SPC) in service quality using three-level SERVQUAL, quality function deployment (QFD) and internal measure.

The SERVQUAL questionnaire is developed according to internal services of train. Also, it is verified by reliability scale and factor analysis. QFD method is employed for translating SERVQUAL dimensions’ importance weights which are derived from Analytic Hierarchy Process into internal measures. Furthermore, the limits of the Zone of Tolerance are used to determine service quality specification limits based on normal distribution characteristics. Control charts and process capability indices are used to control service processes.

SPC is used for service quality through a structured framework. Also, an adapted SERVQUAL questionnaire is created for measuring quality of train’s internal services. In the case study, it is shown that reliability is the most important dimension in internal services of train for the passengers. Also, the service process is not capable to perform in acceptable level.

The proposed algorithm is practically applied to control the quality of a train’s services. Internal measure is improved for continuous data collection and process monitoring. Also, it provides an opportunity to apply SPC on intangible attributes of the services. In the other word, SPC is used to control the qualitative specifications of the service processes which have been measured by SERVQUAL.

Since SPC is usually used for manufacturing processes, this paper develops a model to use SPC in services in presence of qualitative criteria. To reach this goal, this model combines SERVQUAL, QFD, normal probability distribution, control charts, and process capability. In addition, it is a novel research on internal services of train with regard to service quality evaluation and process control.

A performance framework is described that distils concepts from the literature about existing frameworks in order to extend capacity to evaluate and appraise performance. This open system interpretation recognises dynamic flows between various organizational levels and allows performance to be viewed in a holistic sense. Both macro and micro views are addressed that range from simple feedback control models to broader evaluation perspectives appropriate to stakeholder requirements and organisation purpose. Three basic dimensions of performance are observed using this framework that form a performance triplet, which is described in a series of principles as part of a first step towards a theory of performance measurement.

Prior research has emphasised the importance of the early phases of construction projects, as well as the difficulties of procuring engineering services – especially due to the uncertainties. Despite that, studies on the public procurement of engineering services are scarce. Although scholars have shown that uncertainty may affect the choice of control modes, the level of uncertainty that characterises services is not addressed by the two task characteristics: knowledge of the transformation process and output measurability. The purpose is to investigate organisational control in public procurement of engineering services.

The existing control model was adjusted in this study by conceptually adding uncertainty as a third aspect to the two task characteristics. A single case study of the Swedish Transport Administration was used. The empirical data, comprising 14 interviews with managers from the client and engineering consulting companies, were analysed using flexible pattern matching and visual mapping approaches and then illustrated using the model.

The public client did not base its choice of control modes on uncertainty, but rather on the other two task characteristics. Consequently, the service providers argued that the chosen control modes reduced their creativity, increased their financial risks and caused unclear responsibilities. This study therefore shows that uncertainty is an important factor to consider in the choice of control modes, both from a theoretical perspective and from the service providers' point of view. The developed model may therefore be useful for researchers as well as practitioners.

This study is the first attempt to add uncertainty as a task characteristic when choosing control modes. The results contribute to the scarce control literature regarding the procurement of engineering services for construction projects and the procurement of other services with high uncertainty.

This study contributes to the cognitive processes and expertise research in judgment and decision-making in auditing. It uses the levels-of-processing theory (Craik & Lockhart, 1972) to investigate the amount of auditor attention given to information during internal control documentation procedures, and the effect of this attention on internal control information acquisition and risk assessment. Based on levels-of-processing, the attention required to complete an internal control questionnaire (ICQ) is predicted to result in the acquisition of more internal control information than when a completed ICQ is reviewed. In addition, auditors who complete an ICQ should assess control risk more like experts’ than auditors, who review an ICQ completed by another individual. Results suggest that the audit seniors who completed an ICQ retained significantly more internal control information than audit seniors who reviewed an ICQ completed by another individual. This result held when separately examining the internal control strengths and weaknesses. In addition, audit seniors who completed an ICQ-assessed control risk at a level comparable to the control risk assessments of audit managers in the same firm.

Graduate admission has become a critical process for quality assurance in tertiary education. Hitherto, most research has investigated the validity of admissions instruments. However, surprisingly little work has been conducted on the overall organization of admission, which often remains “informal, ad hoc, and lacking in continuity.” The purpose of this paper is to investigate how to systematically design an admissions process for effectiveness, fairness, and the ability to continually improve, and determine how to condense and analyze the massive amount of data available from student records to obtain high-value feedback for admissions decision making.

An admissions process was systematically designed based on results from process management theory. Tenets of decision theory were applied to the organization of decision making and validity theory was utilized for validating admissions instruments. Performance of the implemented process was evaluated via student records covering a seven-year period.

The authors have designed a four-phase admissions process that ensures high quality through screening, scoping, selection, and evaluation/feedback. The last phase introduces closed-loop control and facilitates stabilization and continual improvement. Additionally, the authors have established a three-stage decision-making hierarchy that promotes consistency and equal treatment in admissions. The evaluations of undergraduate achievements and GRE® General Test scores indicate that both are valid admissions instruments in the European context. Finally, the evaluation of the implemented process provides evidence that decision making has effectively improved over the years and has become more consistent.

The systematic design of the admissions process presented generalizes well and is a significant contribution to the organization of decentralized graduate admission.

STIMULATING the interest of the employee in his job has become one of the most challenging problems facing management today. Daily repetition of tasks seemingly unrelated to the end product can very quickly cause boredom and fatigue, reducing individual efficiency and lowering productivity.

Editorial This special issue of Industrial Management & Data Systems is a huge departure from our usual journal/ monograph style. This is an additional issue to the year's volume — a bonus in fact.