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Ambiguity in Performance Management Systems of Complex Multi-stakeholder Organisations

Ojiako, U.; Bititci, U.; Marshall, A.; Chipulu, M.; Manville, G.; Muthalagu, Subha Jayanti; Farrington, T.

Authors

U. Ojiako

U. Bititci

A. Marshall

G. Manville

Subha Jayanti Muthalagu

T. Farrington



Abstract

This study undertakes an in-depth and rigorous exploration and explanation of the sources and implications of ambiguity in performance measurement systems and performance management practices (PMM) systems of complex multi-stakeholder organisations. In doing so, it contributes to the literature on performance measurement theories.

The study is undertaken in the form of a fine-grained, inductive case study with the Child and Adolescent Mental Health Services (CAMHS) of the National Health Service of England. Data are obtained from multiple exploratory interviews with CAMHS stakeholders.

The study surfaces factors that create ambiguities in the PMM practices of complex multi-stakeholder organisations, which interact in complex ways, raising questions over the value of PMM systems and practices.

The originality of the paper is threefold. First, it opens a new area of debate in relation to performance measurement in complex multi-stakeholder organisations. Second, the findings demonstrate the complex interrelationships between the sources and manifestations of ambiguity advance the knowledge of PMM systems and implications in such organisations. Third, the findings reveal that the nature of complex multi-stakeholder organisations suppresses open, participative and inclusive social controls.

Journal Article Type Article
Acceptance Date Dec 1, 2021
Online Publication Date Jan 6, 2022
Publication Date 2023
Deposit Date Dec 6, 2021
Publicly Available Date Jan 7, 2023
Journal Production Planning & Control
Print ISSN 0953-7287
Electronic ISSN 1366-5871
Publisher Taylor & Francis
Peer Reviewed Peer Reviewed
Volume 34
Issue 14
Pages 1393–1413
DOI https://doi.org/10.1080/09537287.2021.2014590
Keywords Performance measurement; Complex multi-stakeholder organisations; Ambiguity; Organisational control
Public URL http://researchrepository.napier.ac.uk/Output/2826729

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