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Title: Performance management tijdens militaire operaties; de invloed van (veranderende) institutional logics op militair optreden.
Authors: Gans, Ben
Keywords: Performance management
institutional logics
organizational change
Effects-Based Operations (EBO)
Issue Date: 22-Oct-2013
Publisher: Open Universiteit Nederland
Abstract: This study describes (changing) institutional logics and its influence on performance management in a military context. The central research question in this study is: “How does the new institutional logic, Effects-Based Operations, influences performance management during military operations?” This central research question is being answered with the method of qualitative research. The next sub-questions are being answered: 1. What is performance management? 2. What is institutional logic? 3. What is the traditional form of performance management during military operations? 4. What is Effects-Based Operations? 5. In what manner does the traditional form of performance management differ from the EBO-form and how does this influences the execution of military operations? The case study is executed in an international NATO Headquarters in Afghanistan, which added a unique character to the research. The ISAF-operation in Afghanistan serves as an illustration to the context of which performance management is examined. The most important research findings is the fact that the new logic, Effects-Based operations (EBO), is influencing the complete performance management process during military operations and also different levels (multi-level) are influencing each other (cross-level). The analyses makes clear that there has surpassed a change in institutional logic. The new logic (EBO) is institutionalized, but this hasn’t happend linear. We can speak of a stable situation in which two logics cooperate in a certain manner. This situation was made clear earlier in studies of Lounsbury and Crumbley (2007) and Purdy and Gray (2009). These studies founded a situation in which multiple logics were sufficient and became competitive towards each other (Lounsbury and Crumbley, 2007). This study founded a situation in which the two founded logics weren’t competitive against each other. Here is the previous dominant logic (Objective-Based Operations) become a subpart of the new dominant logic Effects-Based Operations and interact with each other during the performance management process. During this process, the management level is the most influencing variable which determines the dominancy of the new logic. This study tries to bring in new insights towards performance management during military operations in relation to the New Public Management (NPM) philosophy. Furthermore, it tries to contribute towards insights of (changing) institutional logics and the influence of this on organizational change and behavior. Next to these theoretical contributions, this study also tries to contribute in a more practical manner. This research technique can possibly be applied in future research to better understand the differences between the planning and operational execution of military operations.
Appears in Collections:MSc Management Science

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