The Chain of Control in Results-Based Management in Finnish Universities
Järvenpää, Marko; Kallio, Kirsi-Mari; Kallio, Tomi; Rautiainen, Antti (2021-02-23)
Järvenpää, Marko
Kallio, Kirsi-Mari
Kallio, Tomi
Rautiainen, Antti
Editori(t)
Hoque, Zahirul
Routledge, Taylor & Francis Group
23.02.2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202103167599
https://urn.fi/URN:NBN:fi-fe202103167599
Kuvaus
vertaisarvioitu
©2021 Routledge. This is an Accepted Manuscript of a book chapter published by Routledge in Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice on February 23, 2021, available online: doi.org/10.4324/9781003004080
©2021 Routledge. This is an Accepted Manuscript of a book chapter published by Routledge in Public Sector Reform and Performance Management in Developed Economies: Outcomes-Based Approaches in Practice on February 23, 2021, available online: doi.org/10.4324/9781003004080
Tiivistelmä
This chapter addresses the results-based management (RBM) policies implemented in Finnish universities as a part of the reform-embracing, neo-liberal managerial idea of a ‘corporate university’. Analysing the whole chain of control, from the government level (intentions of control, planning) to the university level (execution of performance management) before finally addressing the personnel level (perceptions of control), the chapter acknowledges the conflicting views and logics of different stakeholders and the potential for confrontation among those stakeholders concerning the different goals and ideologies reflected by performance measurement systems. Building on an extensive review of the literature, the key findings of the chapter indicate that the chain of control does not function as planned, and that the perceptions and intentions of control differ dramatically.
Kokoelmat
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