S p r i n g 2 0 0 6 | V o l . 4 8 , N o . 3 | R E P R I N T S E R I E S C a l i f o rn ia Review Ma n a g e m e n t Management Learning Not Management Control: The True Role of Performance Measurement Andy Neely Mohammed Al Najjar © 2006 by The Regents of the University of California Management Learning Not Management Control: THE TRUE ROLE OF PERFORMANCE MEASUREMENT? Andy Neely Mohammed Al Najjar any people express simpliﬁed assumptions about the role of measurement in organizations. Homilies, such as “you get what you inspect, not what you expect,” implicitly assume M that the primary role of performance measurement is to pro- vide managers with a means of control. The continuing interest in the ﬁeld, however, suggests that there must be more to performance measurement than this. For while management control is important, it is hardly the stuff of revolu- tion. Yet there is no better way than revolution to describe the current turmoil in organizations in terms of their performance measurement systems. One such system, the balanced
California Management Review – SAGE
Published: Apr 1, 2006
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