Comprehensive performance measurement and management—Innovativeness and performance through reflective practice
Ukko, Juhani; Saunila, Minna; Hildén, Sanna; Tikkamäki, Kati (2017-09-04)
Post-print / Final draft
Ukko, Juhani
Saunila, Minna
Hildén, Sanna
Tikkamäki, Kati
04.09.2017
Journal of Accounting and Organizational Change
13
3
425-448
Emerald Publishing Limited
School of Engineering Science
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2020061543201
https://urn.fi/URN:NBN:fi-fe2020061543201
Tiivistelmä
Purpose
The purpose of the study is to investigate how organizations can exploit performance management through reflective practice to foster innovativeness and performance.
Design/methodology/approach
A conceptual framework has been designed to link the studied concepts and to explicitly indicate current research gaps in the area. Moreover, we have conducted interventionist case studies to understand the interconnections between theory and practice.
Findings
This study showed that there are many possibilities with which to exploit performance management through reflective practice to foster innovativeness and performance. The study has three main implications. First, reflective practice can be learned and developed. Second, reflective practice is connected to innovativeness and performance. Third, performance management through PMSs can assist in targeting the reflective practice.
Originality/value
New forms of performance measurement and management are receiving increasingly amount of attention, because the traditional forms of managing organizations do not fulfill the needs of rapidly changing environment. Prior studies maintain that a performance measurement and management supports the periodic execution of the same routines in organizations where changes are small or non-existent. In these forms, the role of reflection as an individual, collective or organizational practice is emphasized.
The purpose of the study is to investigate how organizations can exploit performance management through reflective practice to foster innovativeness and performance.
Design/methodology/approach
A conceptual framework has been designed to link the studied concepts and to explicitly indicate current research gaps in the area. Moreover, we have conducted interventionist case studies to understand the interconnections between theory and practice.
Findings
This study showed that there are many possibilities with which to exploit performance management through reflective practice to foster innovativeness and performance. The study has three main implications. First, reflective practice can be learned and developed. Second, reflective practice is connected to innovativeness and performance. Third, performance management through PMSs can assist in targeting the reflective practice.
Originality/value
New forms of performance measurement and management are receiving increasingly amount of attention, because the traditional forms of managing organizations do not fulfill the needs of rapidly changing environment. Prior studies maintain that a performance measurement and management supports the periodic execution of the same routines in organizations where changes are small or non-existent. In these forms, the role of reflection as an individual, collective or organizational practice is emphasized.
Lähdeviite
Ukko, J., Hildén, S., Saunila, M., Tikkamäki, K. (2017). Comprehensive performance measurement and management—Innovativeness and performance through reflective practice. Journal of Accounting and Organizational Change, vol. 13, issue 3. pp. 425-448. DOI: 10.1108/JAOC-09-2015-0070
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