Managing through measures: a study of impact on performance

Abstract

PurposeThis study investigates the use of performance measures and how performance measurement impacts performance.Design/methodology/approachThis study was conducted through multiple case studies in a single organisation. Comparisons are made between performance measurement practices in comparable high and average‐performing business units.FindingsThe findings suggest that current research into the impact of performance measurement on performance may be too simplistic in its approach as much of the research relies on studying the physical and formal systems used, ignoring the types of factors found to be important in this study.Research limitations/implicationsBeing based on a single organisation, the wider applicability of the specific findings from this study should be questioned. However, if, as we suggest, the interactive nature of the use of the measurement system is important, future research will need to find ways of observing, measuring and quantifying this interactivity to allow a richer picture of the impact of performance measurement on performance to be developed.Practical implicationsThe differences observed between the high and average‐performing cases was in the way they managed with the measures. Average‐performing business units used the performance measurement system as a simple control system, whereas, high performing business units were using the measurement system much more interactively.Originality/valueThis paper highlights the importance of using performance measures interactively and suggests further research into Simons' concept of “interactive control”.