A configurational explanation for performance management systems' design in project-based organizations

Mariska M.G. De Rooij*, Martyna Janowicz-Panjaitan, Remco S. Mannak

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This paper investigates what configurations of organization-level contingencies explain different performance management system (PMS) designs in project-based organizations (PBOs). By studying organization-level contingency factors – perceived environmental uncertainty, organizational size, innovation strategy, and opportunity strategy – this paper extends prior literature on PMSs in PBOs, which predominantly focused on project and portfolio level contingencies. In addition, while prior literature studied the contingency factors separately, this paper argues that it is the configuration of contingencies that matter for PMS design choices. Data on 15 PBOs in the management consulting industry reveal that PBOs combine various controls into performance management systems that are either predominantly mechanistic or organic in nature. Qualitative Comparative Analysis (QCA) points to four configurations of organization-level characteristics, two of which are associated with the PBO's choice for mechanistic performance management system, and two that are related to organic performance management system.
Original languageEnglish
Pages (from-to)616-630
JournalInternational Journal of Project Management
Volume37
Issue number5
DOIs
Publication statusPublished - 2019

Fingerprint

Systems analysis
Project-based organizations
System design
Performance management systems
Innovation
Contingency
Industry
Contingency factors

Keywords

  • BUSINESS
  • FIRMS
  • FORM
  • Fuzzy-set qualitative comparative analysis
  • INDUSTRY
  • INNOVATION
  • Performance management system
  • Project-based organization
  • RESPONSE STYLES
  • STRATEGY
  • UNCERTAINTY
  • contingency factor

Cite this

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title = "A configurational explanation for performance management systems' design in project-based organizations",
abstract = "This paper investigates what configurations of organization-level contingencies explain different performance management system (PMS) designs in project-based organizations (PBOs). By studying organization-level contingency factors – perceived environmental uncertainty, organizational size, innovation strategy, and opportunity strategy – this paper extends prior literature on PMSs in PBOs, which predominantly focused on project and portfolio level contingencies. In addition, while prior literature studied the contingency factors separately, this paper argues that it is the configuration of contingencies that matter for PMS design choices. Data on 15 PBOs in the management consulting industry reveal that PBOs combine various controls into performance management systems that are either predominantly mechanistic or organic in nature. Qualitative Comparative Analysis (QCA) points to four configurations of organization-level characteristics, two of which are associated with the PBO's choice for mechanistic performance management system, and two that are related to organic performance management system.",
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author = "{De Rooij}, {Mariska M.G.} and Martyna Janowicz-Panjaitan and Mannak, {Remco S.}",
year = "2019",
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language = "English",
volume = "37",
pages = "616--630",
journal = "International Journal of Project Management",
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}

A configurational explanation for performance management systems' design in project-based organizations. / De Rooij, Mariska M.G.; Janowicz-Panjaitan, Martyna; Mannak, Remco S.

In: International Journal of Project Management, Vol. 37, No. 5, 2019, p. 616-630.

Research output: Contribution to journalArticleScientificpeer-review

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AB - This paper investigates what configurations of organization-level contingencies explain different performance management system (PMS) designs in project-based organizations (PBOs). By studying organization-level contingency factors – perceived environmental uncertainty, organizational size, innovation strategy, and opportunity strategy – this paper extends prior literature on PMSs in PBOs, which predominantly focused on project and portfolio level contingencies. In addition, while prior literature studied the contingency factors separately, this paper argues that it is the configuration of contingencies that matter for PMS design choices. Data on 15 PBOs in the management consulting industry reveal that PBOs combine various controls into performance management systems that are either predominantly mechanistic or organic in nature. Qualitative Comparative Analysis (QCA) points to four configurations of organization-level characteristics, two of which are associated with the PBO's choice for mechanistic performance management system, and two that are related to organic performance management system.

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