Browsing by Author "Pavlov, Andrey"
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Item Open Access The Impact of the Investors in People Standard on People Management Practices and Firm Performance(2008-09-01T00:00:00Z) Bourne, Mike; Franco-Santos, Monica; Pavlov, Andrey; Lucianetti, Lorenzo; Martinez, Veronica; Mura, MatteoThis document reports on an extensive study into the impact of the Investors in People Standard on business performance. We started by reviewing what is already known about the Standard’s impact on business performance, before building a framework of the expected benefits of IIP from the Strategic Human Resource Management literature. This framework was tested using case studies, a survey and financial analysis to create a body of knowledge that improves our understanding of how the Investors in People Standard improves business performancItem Open Access Measuring organisational routines: a systematic review(2006-08) Pavlov, Andrey; Bourne, MikeThis dissertation employs the systematic review method to review the literature informing the question of using performance measurement to drive strategy execution. The narrative review outlines the location of this issue within the relevant domains of literature and is used to formulate the questions for the systematic review. The latter are formulated to reflect two major approaches to using measurement for strategic management purposes - measuring to challenge strategic assumptions and inform subsequent intervention and measuring to drive localised strategic learning. Learning is conceptualised as continuous change in organisational routines, where the latter provide a “window” to the firm’s strategy by the virtue of being the constituent parts of dynamic capabilities. The systematic review follows the structure suggested by Cranfield School of Management and outlines the sequence of actions taken during the review process. It provides a record of the decisions taken and outside input received during the process. The evidence found through the systematic review leads to several conclusions. First, the inadequate level of research into the measures of routines precludes measurement from being used for evaluating routines to inform subsequent intervention. Measures of routines need to be systematised, better understood and better operationalised before this application of measurement becomes possible as an independent strategic management approach. A first step in this direction is offered by proposing a classification of measures of organisational routines. Understanding changes in routines as learning that can be influenced by performance measurement offers a greater potential. It is suggested that while learning is stimulated by performance feedback and takes place through routines, it can be influenced strategically through the use the feedforward function of measurement. The results of the findings from the systematic review are integrated into a coherent framework, on the basis of which several avenues for further research are suggested.Item Open Access Modelling the impact of performance management practices on firm performance: Interaction with human resource management practices(Taylor & Francis, 2017-04-23) Pavlov, Andrey; Mura, Matteo; Franco-Santos, Monica; Bourne, MikeThe paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performanceItem Open Access Performance management practices in lean manufacturing organizations: a systematic review of research evidence(Taylor and Francis, 2018-02-07) Bellisario, Andrea; Pavlov, AndreyThis paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.Item Open Access Performance measurement and management: a system of systems perspective(Taylor & Francis, 2017-11-20) Bourne, Mike; Franco-Santos, Monica; Micheli, Pietro; Pavlov, AndreyDespite changes in tools and practices, the conceptual foundations of performance measurement and management (PMM) are still predominantly rooted in control systems research. While PMM approaches have delivered significant organisational benefits, including creating alignment, supporting monitoring and control, and enabling prediction and optimisation of resource allocation, this paper argues that this paradigm is not capable of responding to increasingly complex and highly uncertain organisational environments. Drawing on ideas emerging in the literature on systems engineering and complex systems, we propose a novel perspective that considers PMM from a ‘system of systems’ (SoS) point of view, whose essential characteristics are autonomy, belonging, connectivity, diversity and emergence. After identifying the assumptions underpinning existing PMM approaches, we outline a SoS-based paradigm to PMM and conclude by articulating the main implications for the practice of PMM and setting out a research agenda.Item Open Access Rethinking organizational performance management: a complexity theory perspective(Emerald, 2022-12-26) Pavlov, Andrey; Micheli, PietroPurpose Traditional approaches to organizational performance management that emphasize objectivity, control and predictability are rapidly losing relevance in an environment characterized by increasing levels of complexity and dynamism. This paper draws on complexity theory to suggest a new paradigm for managing performance in organizations. Design/methodology/approach The paper draws on the common features of complex systems and the corresponding concept of emergence to revisit key themes in organizational performance management and propose a set of implications for research and practice. Findings Understanding organizations as complex systems and performance as an emergent property of such systems leads to a set of new research questions, the adoption of alternative methods and the formulation of novel propositions. It also has various implications for both academic research and managerial practice, from moving away from the traditional notion of organizational alignment to adopting a more explicit stakeholder-based view in the design and use of measurement systems. Originality/value The paper highlights the great potential of complexity theory for addressing contemporary issues in the field of organizational performance management and charting the landscape for its future development.Item Open Access Reviewing Performance or Changing Routines? An Analysis of the Experience of Participants in Performance Management Review Meetings(Cranfield University, 2010-04) Pavlov, Andrey; Bourne, MikeThe problem examined in this thesis falls under the broad question of the nature of effect of performance measurement and management (PMM) on organizational performance. Responding to the unsuccessful attempts of the current literature to produce conclusive evidence of the effect of PMM on performance and building on the recent studies documenting the effect of PMM on organizational processes, the work reported in this thesis employs the organizational routines perspective as an analytical lens for examining the way in which a particular PMM practice – a performance management review meeting – affects organizational processes that generate performance. More specifically, the study uses Feldman and Pentland’s (2003) model of routines in order to explore the ways in which organizational actors experience the ostensive aspect of organizational routines in the context of a performance management review meeting. Based on two case studies conducted in the UK in 2009, the thesis develops a model suggesting that performance management review meetings influence the dynamics of organizational routines by affecting a number of specific processes that constitute the engagement of the participants at the meeting with the ostensive aspect of the routine. The results highlight the critical role of attention in these processes and suggest a number of ways in which the attention of the participants may be influenced. As such, the study explicates the micro dynamics of the link between a PMM intervention in the form of the performance management review meeting and the organizational processes that generate performance, thus making a step towards increasing the understanding of the direct impact of PMM on performance.Item Open Access The role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignment(Emerald, 2021-10-29) Bellisario, Andrea; Pavlov, Andrey; van der Steen, Martijn PieterPurpose: This paper addresses an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes. Design/methodology/approach: A theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study employs a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations, and company documents. Findings: This study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting, and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support. Research implications: This article advances a cognition-centered view of internal alignment that complements the behavioral aspect of the phenomenon emphasized in prior literature. Practical implications: Using PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking. Originality/value: The paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviors.Item Open Access The use of management control and performance measurement systems in SMEs: A levers of control perspective(Emerald, 2018-11-05) Pešalj, Biljana; Pavlov, Andrey; Micheli, PietroPurpose The purpose of this paper is to respond to recent calls for understanding how multiple management control (MC) and performance measurement (PM) systems are used simultaneously for managing performance, particularly in the context of small- and medium-sized enterprises (SMEs). Design/methodology/approach Data are collected during an in-depth case study of MC and PM and management practices in a Dutch SME using multiple data sources and elicitation methods, including interviews and participant observations. Findings This study identifies managerial practices that enable the interplay of the four control systems – beliefs, boundaries, diagnostic and interactive – helping the organization manage organizational tensions in relation to short- and long-term focus, predictable goal achievement and search for new opportunities, internal and external focus, and control and creativity. Research limitations/implications This paper advances the research on integrating multiple aspects of performance management, particularly technical and social. This research is based on a single case study; future qualitative and quantitative studies could explore the interplay between the four control systems in other settings and explore the relationship between control systems and leadership style. Practical implications Managing performance requires active and continuous use of all four control systems. This is particularly salient in SMEs where less formal controls play a key role and where balance needs to be ensured despite the lack of managerial processes and capabilities. Originality/value The findings advance PM and management theory and practice in the context of SMEs.Item Open Access What is performance measurement for? Multiple uses of performance information within organizations(Wiley, 2017-12-20) Micheli, Pietro; Pavlov, AndreyRecent research in performance measurement has focused on the tension between two uses of performance information: ‘passive’, to ensure compliance, and ‘purposeful’, to improve services. This article presents an in-depth study of two public sector organizations in England and shows that the main tension may actually lie between a combined purposeful and passive use, and an exclusively passive one. This tension was most pronounced between organizational levels, where a combined use was dominant among senior managers, and an exclusively passive one was prevalent among middle managers and frontline staff. This split was not intentional—instead, it reflected how people interpreted the role of performance measurement, suggesting that simply promoting greater use of information may not be sufficient for linking measurement with service improvement. This study extends the theoretical understanding of the dynamics of performance information use in organizations and generates implications for using performance measurement to improve service delivery.Item Open Access Why and how do middle managers use autonomy in strategy?(Cranfield University, 2020-08) Christie, Annabel Hana; Pavlov, Andrey; Jenkins, MarkThis thesis focuses on the research question why and how do middle managers (MMs) use autonomy in strategy. Building on the literature about MM autonomy and flexibility in strategy, I focus on the concept of autonomy in strategy for MMs, which includes when MMs act independently to change or subvert intended strategy, in contrast to MM flexibility in strategy which often supports intended strategy. In an inductive study based on interviews with MMs in large multinational companies from varying countries and industries, I develop four main findings. First, in terms of from where MM autonomy in strategy comes, it has at least three sources: inherent autonomy, situational autonomy, and gained autonomy. Second, in terms of what are the strategy implementation outcomes of MMs’ use of autonomy in strategy, there are four major outcomes: the strategy being avoided, delayed, changed or delivered. Third, looking at why MMs use autonomy in strategy to change strategy, MMs have different motivations: self-interest, they are unclear on the strategy, do not believe in the strategy, or do not implement strategy in response to non-attention by TMs. Fourth, looking at how MMs use autonomy in strategy, MMs have several ways of adapting strategies that they find difficult or do not wish to implement: MMs use prioritisation, capabilities, resources, status, trust, persuasion, networks and politics. I make a theoretical contribution by formulating six propositions about strategy-specific conditions, the sources of MM autonomy in strategy, the self-interest of MMs, and the outcomes of MM autonomy in strategy. These propositions advance our understanding of various aspects of MM autonomy in strategy.