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|Title:||MUTUAL INFLUENCING OF PERFORMANCE MEASUREMENT SYSTEMS AND INSTITUTIONAL LOGICS IN DISABILITY CARE Two case studies of the use of performance management systems in relation to institutional logics in disability care in The Netherlands|
|Keywords:||New Institutional Sociology New Institutional perspective Performance management systems Institutional logics Loose couplings|
|Publisher:||Open Universiteit Nederland|
|Abstract:||MUTUAL INFLUENCING OF PERFORMANCE MEASUREMENT SYSTEMS AND INSTITUTIONAL LOGICS IN DISABILITY CARE Gerrie Schmitz Studentnummer 851 052 065 Open Universiteit Nederland Faculteit : Managementwetenschappen Opleiding : Master of Science in Management Begeleider/examinator : Drs. Diana Veneklaas Slots Medebeoordelaar : Dr. Pieter Kamminga Maart, 2015 ABSTRACT Due to social reforms in the care sector in the Netherlands more and more care organizations apply performance management systems to satisfy financial and economical requirements. Care for clients although is traditionally the leading goal in this sector. Research on the relationship between performance management systems and the institutional value of care is needed to understand the way performance measurement systems can be used for care organizations under reforming circumstances now and in the future. This research has been based upon the ‘New Institutional Perspective’ (Thornton, Ocasio, Lounsbury, 2012) in line with the New Institutional Sociology. The institutional value of the care organization appeared to be based upon the institutional logics of the organization. By studying the organization through the institutional analysis model of Thornton the performance actions derived from the institutional logics of the organization can be identified. Furthermore performance management systems are also based upon institutional logics (Ezzamel, Robson, Stapleton, 2012). These logics don’t have to be adjusted to the institutional logics of the organization per se. By studying the reason a performance management system has been introduced, the embedding of practice values and the ownership of the system, the performance actions based upon the performance management system can be identified. By means of the analysis of the performance actions through the analysis model of Ostrom (2011) the institutional logics of both the organization and the performance management system can be labeled. The research has been set up as theoretical replication. Two case studies has been completed in two different organizations in disability care in The Netherlands . One organization has been participating in an governmental experience for diminishing regulation pressures and one organization acts under regular regulation. It is presumptive there is more mutual influencing between the performance management system and the institutional logics of the organization under diminishing regulation than under regular regulation. The case studies have been executed by interviewing directors, controllers, managers and care workers in both organizations. The research results show that the institutional logics of the organizations in both cases are based upon professional logics. The institutional logics of the performance management system of the organization under diminishing regulation is also based upon professional logics, the institutional logics of the organization under regular regulation is based upon governance logics and is turning into business logics. The difference in logics under regular regulation leads to a loose coupling in the Pagina 2 van 2 organization with a weak mutual influencing as a consequence. The adjusted logics in the organization under diminishing regulation leads to a strong mutual influencing. From the case studies can be concluded that strong external regulation leads to loose couplings in organizations when the institutional logics of the organization and the performance management system are not adjusted. In contrary weak regulation leads to strong mutual influencing when the institutional logics are adjusted. Furthermore a strong vision on client values and care methods, the use of soft controls, integral responsibilities in the primary process with a small span of control and facilitating a broad organizational social interaction contribute to mutual influencing. From the case studies it is clear that all this factors lead to better financial results. Due to theoretical replication the conclusions can be generalized to the domains of both the organizations. The construct validity of the research is strong because of various measures. Triangulation is poor because the notification of confidence for one of the organizations and the lack of external information about both the organizations. For future research it is interesting to explore the mutual influencing under development and change of the organizations. Furthermore extension of the research in other care sectors is important to broaden the results of this research. Finally it is interesting to study the relationship between adjusted institutional logics and the financial results. For care organizations it is important to be critical to external regulation and only apply this rules to the performance management system if the institutional logics of the regulation match to the institutional logics of the organization. KEY WORDS New Institutional Sociology New Institutional perspective Performance management systems Institutional logics Loose couplings|
|Appears in Collections:||MSc Management Science|
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