Performance management change

Discourses at play in an Italian university

Dados Bibliográficos

ID20201149
AutoresFrancesca Manes Rossi (0000-0001-9617-4379, University of Naples Federico II), Romina Spano (0000-0003-0557-3011, University of Naples Federico II), Ann Martin‐Sardesai (0000-0001-6794-4549, Central Queensland University), James Guthrie (0000-0003-4683-7976, Macquarie University)
Ano2022
Volume34
Fascículo4
Páginas534-556
Data de publicação2022-07-11
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoJournal of Public Budgeting Accounting & Financial Management (JOURNAL)
Identificadores do periódicoISSN: 1096-3367 • E-ISSN: 1945-1814
EditoraEmerald (PUBLISHER)
DOI10.1108/jpbafm-11-2021-0156
OpenAlexW4283008935
IdiomaEN
Citações recebidas2
Referências citadas54

Purpose This study explores the reactions of different categories of actors within a university setting (academics, administrative staff, governance members, and students) to implementing performance management system (PMS) changes. The paper aims to understand how these actors dealt with PMS change by discursively reconstructing their roles and positions at institutional and individual levels. Design/methodology/approach The authors use Foucault's (1972/1989) conceptualisation of regimes of truths to analyse the case of an Italian university. Interviews with individual actors took place in the period 2012–2020. The data were contextualised with other data from publicly available reports, internal documents, and archival material. Findings The paper identifies the challenges actors face dealing with contrasting discourses and draws attention to the paradoxical changes triggering resistance. However, the findings show that when circumstances allow a generative resistance, dissent can be progressively replaced with a commitment on the part of actors, achieving alignment with organisational strategy. Originality/value The study challenges the commonly held view of resistance as a dysfunctional force that impedes change. It emphasises the importance of focusing on actors to make resistance a generative force shaping change towards more negotiated and agreed positions. This has implications for academics and practitioners seeking to implement PMSs

Corporate governance · Dissent · Management · Managing change · Organisational change · Originality · Political science · Public relations · Qualitative research · Social science · Sociology · Accounting and Organizational Management · Law · Management and Organizational Studies · Public Policy and Administration Research