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Framing the use of performance management in universities: the paradox of business disciplines

Hyndman, Noel; Liguori, Mariannunziata

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Authors

Noel Hyndman



Abstract

Purpose This paper explores how performance-management systems are understood and framed through the use of rhetoric and language within universities, where not-for-profit, charitable goals are (or should be) central. It addresses the issues of: how strategic rhetorical frames are used by university actors; and how these relate to actors' primary frames and reactions to performance-management practices. The study focuses on the case of UK universities, taking into consideration both old and newer institutions. Design/methodology/approach This study adopts a case-study approach, relying on 28 interviews with key-academic actors involved in the design and implementation of university performance-management systems in four UK universities. Findings The research highlights the important effect of primary frames over the strategic frames that are mobilised to achieve desired outcomes or individual advantage. In Business disciplines, the consistency between actors' primary frames and managerial and performance-management tools introduced into universities makes such disciplines a fertile ground for these practices to be embraced. This is not the case with Natural Sciences. Practical implications While framing a new practice consistently with existing/prevailing primary frames may be a winning strategy in the short term, in the long term, those tasked with introducing new practices should consider that the prevalence of a certain view of the world has the potential to hamper innovation and learning. Originality/value The paper contributes to advance our understanding of the interaction between individual primary and strategic frames, as well as academic staff's reactions and interpretations of performance-management practices in universities as knowledge-intensive, not-for-profit organisations.

Citation

Hyndman, N., & Liguori, M. (2023). Framing the use of performance management in universities: the paradox of business disciplines. Accounting, Auditing and Accountability Journal, 36(4), 1194-1219. https://doi.org/10.1108/aaaj-08-2021-5423

Journal Article Type Article
Acceptance Date Oct 8, 2022
Online Publication Date Nov 2, 2022
Publication Date May 8, 2023
Deposit Date Oct 11, 2022
Publicly Available Date Oct 11, 2022
Journal Accounting, Auditing & Accountability Journal
Print ISSN 0951-3574
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 36
Issue 4
Pages 1194-1219
DOI https://doi.org/10.1108/aaaj-08-2021-5423
Public URL https://durham-repository.worktribe.com/output/1189854

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Accepted Journal Article (407 Kb)
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Publisher Licence URL
http://creativecommons.org/licenses/by-nc/4.0/

Copyright Statement
This author accepted manuscript is deposited under a Creative Commons Attribution Non-commercial 4.0 International (CC BY-NC) licence. This means that anyone may distribute, adapt, and build upon the work for non-commercial purposes, subject to full attribution. If you wish to use this manuscript for commercial purposes, please contact permissions@emerald.com.






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