The Chain of Control in Results-Based Management in Finnish Universities

Abstract

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.