The Use of Performance Information under Conflict: A Large-N Study

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Standard

The Use of Performance Information under Conflict : A Large-N Study. / Dahler-Larsen, Peter.

In: Public Performance and Management Review, Vol. 44, No. 6, 2021, p. 1299-1317.

Research output: Contribution to journal › Journal article › Research › peer-review

Harvard

Dahler-Larsen, P 2021, 'The Use of Performance Information under Conflict: A Large-N Study', Public Performance and Management Review, vol. 44, no. 6, pp. 1299-1317. https://doi.org/10.1080/15309576.2021.1937242

APA

Dahler-Larsen, P. (2021). The Use of Performance Information under Conflict: A Large-N Study. Public Performance and Management Review, 44(6), 1299-1317. https://doi.org/10.1080/15309576.2021.1937242

Vancouver

Dahler-Larsen P. The Use of Performance Information under Conflict: A Large-N Study. Public Performance and Management Review. 2021;44(6):1299-1317. https://doi.org/10.1080/15309576.2021.1937242

Author

Dahler-Larsen, Peter. / The Use of Performance Information under Conflict : A Large-N Study. In: Public Performance and Management Review. 2021 ; Vol. 44, No. 6. pp. 1299-1317.

Bibtex

@article{5590654e0eb94a318bcca80a4e24b4b2,
title = "The Use of Performance Information under Conflict: A Large-N Study",
abstract = "The effect of organizational conflict on the use of performance information is enigmatic and understudied. A study of the use of workplace assessments (WPAs) in 1669 Danish agencies shows that conflict operates in two ways. On the one hand, conflict is associated with lower levels of factors conventionally known to enhance use, including stakeholder participation, management support, and perceived reliability of the information. On the other hand, conflict is associated with an increase in the documentary function of WPAs (meaning the formal provision of documentation of knowledge already existing in the organization). This function may be central for the use of WPAs in formal organizational decision-making and helps explain how performance information can be consequential in contemporary organizations, even when people disagree about whether it provides a reliable picture of reality. The findings suggest that both theorists and practitioners should pay more attention to how different pathways to use of performance information hinge on variations in the level of conflict.",
keywords = "evaluative information, organizational conflict, pathways to use, performance information, workplace assessments",
author = "Peter Dahler-Larsen",
note = "Publisher Copyright: {\textcopyright} 2021 Taylor & Francis Group, LLC.",
year = "2021",
doi = "10.1080/15309576.2021.1937242",
language = "English",
volume = "44",
pages = "1299--1317",
journal = "Public Performance & Management Review",
issn = "1530-9576",
publisher = "Routledge",
number = "6",

}

RIS

TY - JOUR

T1 - The Use of Performance Information under Conflict

T2 - A Large-N Study

AU - Dahler-Larsen, Peter

N1 - Publisher Copyright: © 2021 Taylor & Francis Group, LLC.

PY - 2021

Y1 - 2021

N2 - The effect of organizational conflict on the use of performance information is enigmatic and understudied. A study of the use of workplace assessments (WPAs) in 1669 Danish agencies shows that conflict operates in two ways. On the one hand, conflict is associated with lower levels of factors conventionally known to enhance use, including stakeholder participation, management support, and perceived reliability of the information. On the other hand, conflict is associated with an increase in the documentary function of WPAs (meaning the formal provision of documentation of knowledge already existing in the organization). This function may be central for the use of WPAs in formal organizational decision-making and helps explain how performance information can be consequential in contemporary organizations, even when people disagree about whether it provides a reliable picture of reality. The findings suggest that both theorists and practitioners should pay more attention to how different pathways to use of performance information hinge on variations in the level of conflict.

AB - The effect of organizational conflict on the use of performance information is enigmatic and understudied. A study of the use of workplace assessments (WPAs) in 1669 Danish agencies shows that conflict operates in two ways. On the one hand, conflict is associated with lower levels of factors conventionally known to enhance use, including stakeholder participation, management support, and perceived reliability of the information. On the other hand, conflict is associated with an increase in the documentary function of WPAs (meaning the formal provision of documentation of knowledge already existing in the organization). This function may be central for the use of WPAs in formal organizational decision-making and helps explain how performance information can be consequential in contemporary organizations, even when people disagree about whether it provides a reliable picture of reality. The findings suggest that both theorists and practitioners should pay more attention to how different pathways to use of performance information hinge on variations in the level of conflict.

KW - evaluative information

KW - organizational conflict

KW - pathways to use

KW - performance information

KW - workplace assessments

U2 - 10.1080/15309576.2021.1937242

DO - 10.1080/15309576.2021.1937242

M3 - Journal article

AN - SCOPUS:85109871086

VL - 44

SP - 1299

EP - 1317

JO - Public Performance & Management Review

JF - Public Performance & Management Review

SN - 1530-9576

IS - 6

ER -

ID: 277116758