Rethinking organizational performance management: a complexity theory perspective

PurposeTraditional approaches to organizational performance management that emphasize objectivity, control and predictability are rapidly losing relevance in an environment characterized by increasing levels of complexity and dynamism. This paper draws on complexity theory to suggest a new paradigm for managing performance in organizations.Design/methodology/approachThe paper draws on the common features of complex systems and the corresponding concept of emergence to revisit key themes in organizational performance management and propose a set of implications for research and practice.FindingsUnderstanding organizations as complex systems and performance as an emergent property of such systems leads to a set of new research questions, the adoption of alternative methods and the formulation of novel propositions. It also has various implications for both academic research and managerial practice, from moving away from the traditional notion of organizational alignment to adopting a more explicit stakeholder-based view in the design and use of measurement systems.Originality/valueThe paper highlights the great potential of complexity theory for addressing contemporary issues in the field of organizational performance management and charting the landscape for its future development.

Automated summary

This paper proposes a new paradigm for organizational performance management based on complexity theory, which is more suitable for complex and dynamic environments. By considering organizations as complex systems and performance as an emergent property, it offers new research questions and implications for both academic research and managerial practice.