Embedded, bounded and rational, responses to performance management in UK public universities: An Institutional Logics Perspective

Abstract

This thesis seeks to present an organisational analysis of performance management in universities using institutional theory and in particular institutional logics as a conceptual framework for conducting the research. Identifying different characteristics of performance management in universities, the study explored the extent to which institutional logics are reflected in approaches and practices. It provides insight into the dynamics, interactions and shifts that take place between different institutional logics at play and how the nature and implications of multiple institutional logics, complexity and hybridity manifest in university settings in relation to performance management. The research used a qualitative, exploratory case study approach involving six different UK universities and semi-structured interviews with senior academic and managerial leaders.

The study found some transactional elements of performance management are well established, however relational aspects along with the wider application of performance management were not well established in universities. Consistent with other research corporate style performance management models are not suited to the higher education sector and a more tailored approach is required. The thesis presents three ways in which institutional logics manifest and exist in relation to performance management. Institutional logics as a catalyst around which performance management practices and approaches converge and coalesce, institutional logics as triggers of performance management ambiguity and thirdly how issues of university culture and institutional complexity impact on performance management.

This research helps develop the understanding of performance management in universities. Using the lens of institutional logics, it provides a unique perspective and insight, adding to the existing body of literature and knowledge. By understanding how academic and managerial logics influence and shape performance management we are also better able to understand how approaches and responses to issues related to performance management in universities can be developed and improved from a practical application perspective. In addition, a number of areas for further research are highlighted.

Date of Award	24 May 2023
Original language	English
Awarding Institution	University of Bath
Supervisor	Jurgen Enders (Supervisor) & Hong Bui (Supervisor)