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Democracy in management – the new coming of MBO via organisational dialogue

Jussi Okkonen (Tampere University of Technology, Tampere, Finland)

Benchmarking: An International Journal

ISSN: 1463-5771

Article publication date: 6 March 2007

1912

Abstract

Purpose

The main purpose of the paper is to analyse how a performance measurement system constitutes a dialogue to enable manageability in knowledge work organisations.

Design/methodology/approach

The paper is based on an action research project aimed to study the use of performance measurement in a knowledge work context. The case study is applied. The results are derived in participative action research interventions that aimed to build an applicable performance measurement system in three individual organisations. The approach is constructive and normative.

Findings

The paper provides information about applications of performance measurement in knowledge work context. As a result there is discussion on applying performance measurement in the managerial system of knowledge worker organisations and description of using performance measurement in knowledge work context. The contribution consists of managerial norms for applying performance measurement in knowledge work context.

Research limitations/implications

The research, thus the results too, is delineated to small and medium size organisations.

Practical implications

In the paper there are several transferable results. As the aim was to have normative results, the degree of practicality is relatively high. Taking the restrictions of conceptuality of performance measurement into account, the paper provides useful information to practitioners.

Originality/value

The paper answers the research question set. Originality of the paper lies in the field applying performance measurement. It continues the discussion on the traditions of management and leadership.

Keywords

Citation

Okkonen, J. (2007), "Democracy in management – the new coming of MBO via organisational dialogue", Benchmarking: An International Journal, Vol. 14 No. 1, pp. 7-21. https://doi.org/10.1108/14635770710730900

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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