Management Learning Not Management Control: The True Role of Performance Measurement?

Management Learning Not Management Control: The True Role of Performance Measurement? 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 http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png California Management Review SAGE

Management Learning Not Management Control: The True Role of Performance Measurement?

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Publisher
SAGE Publications
Copyright
© 2006 The Regents of the University of California
ISSN
0008-1256
eISSN
2162-8564
D.O.I.
10.2307/41166352
Publisher site
See Article on Publisher Site

Abstract

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

Journal

California Management ReviewSAGE

Published: Apr 1, 2006

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