Implementing pluralistic models of scholarly impact in business schools with performance management principles to meet stakeholder expectations

Abstract

Purpose This study aims to develop a framework for applying performance management principles to implementing a pluralistic model of scholarly impact in business schools to increase the value and relevance scholarly research to multiple stakeholder groups. Design/methodology/approach Performance management principles were studied with case study data of scholarly impact that included bibliographic measures and altmetrics. An analytical model was built for a focal business school that provided benchmarks for managing scholarly impact by using data from three peer schools. Findings Bibliographic, scholarly output measures and altmetrics were consistent across the focal school and peer schools, thereby providing a solid foundation for establishing performance benchmarks for annual performance reviews, promotion and tenure decisions and organizational impact goals. Practical implications This paper provides guidance for designing, building and implementing performance management systems to foster scholarly impact. Originality/value This paper integrates pluralistic impact models and performance management systems to build faculty expertise and align it with multiple impact domains.