Key research themes
1. How can performance measurement systems be designed to balance multifaceted organizational objectives and prevent dysfunctional behaviors?
This theme addresses the challenge of creating performance measurement systems (PMS) that go beyond traditional cost-efficiency metrics to incorporate diverse perspectives such as financial outcomes, customer satisfaction, internal processes, and learning and innovation. The focus is on structured approaches that ensure designed metrics align with organizational goals, promote positive behaviors, and improve overall business performance without inducing adverse side effects.
2. What roles do rational and symbolic uses of performance measurement play in public sector organizations, particularly universities?
This theme explores the dualistic use of performance measurement (PM) in public organizations—especially universities—as both a rational tool for operational and strategic decision-making and a symbolic instrument aimed at legitimization and external accountability. It investigates how these uses vary by actor groups and institutional contexts, how PM practices respond to external pressures, and the implications for PM design, communication, and governance.
3. How does performance evaluation vary contextually, and what are the implications of digitalization for evaluative criteria and agentic processes?
This research theme investigates the dynamic, context-dependent nature of performance evaluation at the individual and collective levels, focusing on the variability and adaptability of evaluative criteria. It also explores the transformative impact of digitalization, including real-time assessments and artificial agents' roles, on evaluation processes and the resulting challenges for maintaining coherent and functional performance feedback systems.