The role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignment

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dc.contributor.authorBellisario, Andrea
dc.contributor.authorPavlov, Andrey
dc.contributor.authorvan der Steen, Martijn Pieter
dc.date.accessioned2021-11-04T15:42:42Z
dc.date.available2021-11-04T15:42:42Z
dc.date.issued2021-10-29
dc.description.abstractPurpose: 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.en_UK
dc.identifier.citationBellisario A, Pavlov A, van der Steen MP (2021) The role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignment. International Journal of Operations and Production Management, Volume 41, Number 12, December 2021, pp. 1879-1907en_UK
dc.identifier.issn0144-3577
dc.identifier.urihttps://doi.org/10.1108/IJOPM-02-2021-0081
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/17238
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectPerformance measurementen_UK
dc.subjectAlignmenten_UK
dc.subjectSensemakingen_UK
dc.subjectStrategy implementationen_UK
dc.titleThe role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignmenten_UK
dc.typeArticleen_UK

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