Strategic Performance Management during Budgetary Suffocation: Learning and critical realism

    Research output: Chapter in Book/Conference proceedingConference contributionScientificpeer-review

    Abstract

    This study analyses factors that motivate managers to take positive performance actions when organisational resources are decreasing. The study uses critical realism to extend the theory of organisational learning at three conceptual levels: the real, the actual and the empirical domains of reality. Intensive field study based on interviews; document analysis and participation in meetings was conducted in hospital district, a regional city and public health care unit from 2008 to 2015 in Finland. Main findings are that strategic performance management tools, such as, balanced scorecards, cannot be taken for granted to provide strong bases for positive managerial actions in the empirical domain of reality when organisational resources are under suffocations in the actual domain of reality. A well-designed strategic plan, however, provides managers with appropriate mechanisms in the real domain of reality to learn how to implement their strategies despite political pressure to cut costs.
    Original languageUndefined/Unknown
    Title of host publicationConference on Performance Measurement and Management Control
    PublisherEuropean Institute for Advanced Studies in Management (EIASM)
    Pages
    Publication statusPublished - 2015
    MoE publication typeA4 Article in a conference publication
    EventEIASM BIENIAL CONFERENCE ON PERFORMANCE MEASUREMENT AND MANAGEMENT CONTROL - 8TH CONFERENCE ON PERFORMANCE MEASUREMENT AND MANAGEMENT CONTROL
    Duration: 30 Sep 20152 Oct 2015

    Conference

    ConferenceEIASM BIENIAL CONFERENCE ON PERFORMANCE MEASUREMENT AND MANAGEMENT CONTROL
    Period30/09/1502/10/15

    Keywords

    • Balanced scorecard
    • Critical realism
    • Learning
    • Public sector
    • Strategic performance

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