Assessing the fragmentation of hybrids’ performance management systems

Abstract

Structured abstract:<br/>Purpose<br/>Fragmentation can inhibit joint goals and performance measures. Therefore, this study investigates the level of fragmentation between public, private and third sectors in a hybrid organization’s performance management systems and the effects of this fragmentation to propose hypotheses and new research methods for future studies.<br/>Design/methodology/approach<br/>The inductive research design was based on a mixed method approach. As empirical data, a survey, interviews and documents were used in this case study examining a hybrid organization called Welfare Alliance.<br/>Findings<br/>The results showed low-level fragmentation in the performance management system of the hybrid. Although the level of fragmentation was low-level, it affected the hybrid’s ability to implement joint performance goals and measures. Performance management practices suffered as a consequence.<br/>Originality <br/>As a theoretical contribution to research addressing performance management in hybrids, the study proposes new concepts and theoretical hypotheses concerning fragmented performance management systems in hybrids. These theoretical hypotheses propose how performance goals and measures can become fragmented because they isolate service production units and activities from each other. The proposed hypotheses for future studies also attempt to provide explanations for how fragmentation can spread from one management function to another (i.e., from goal setting to performance measurement).<br/>