Implementation of performance management in an environment of conflicting management cultures

Abstract

PurposeThe 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/approachThis paper draws on institutional logics as a theoretical framework and inductive qualitative interviews as a research approach.FindingsThe 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/implicationsThe 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 implicationsThe 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/valueThe 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.