MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. / Agyemang, Gloria; Broadbent, Jane.

MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. 2013.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

In preparation

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MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. / Agyemang, Gloria; Broadbent, Jane.

MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. 2013.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Harvard

Agyemang, G & Broadbent, J 2013, MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. in MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration.

APA

Agyemang, G., & Broadbent, J. (2013). MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration.. Manuscript in preparation In MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration

Vancouver

Agyemang G, Broadbent J. MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. In MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. 2013

Author

Agyemang, Gloria ; Broadbent, Jane. / MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration. 2013.

BibTeX

@inproceedings{1af7c3e1d2c94a828e999650b08c935d,
title = "MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration.",
abstract = "Purpose The purpose of this paper is to examine the Management Control Systems developed to manage research within UK University Business and Management Schools. Specifically, the paper examines internal management control responses to externally imposed Regulatory Systems. By examining organisational reactions to these systems the paper seeks to develop the conceptual framework of Management Control Systems.MethodologyThe paper explores Management Control Systems that comprise systems of performance measurement as a sub-set of performance management systems. It builds on previous literature that has identified perverse outcomes from the use of performance measurement within organisations. Empirically, the paper considers the UK Research Excellence Framework and the previous Research Assessment Exercises as externally imposed Regulatory Systems and it analyses the performance management and performance measurement practices employed by universities to resist and cope with these research assessments.Findings The paper finds that universities develop Management Control Systems, with performance measurement and management systems that contribute to even greater controls over individuals{\textquoteright} research activities than that intended from the Regulatory Systems. These new MCS are accepted by academics although they encourage a movement away from previously held academic values.OriginalityThe paper analyses the resistance and coping strategies that result from the imposition of external performance measurement systems. It explains how resistance can lead to symbolic violence where participants become involved with their own subjugation. Keywords:Management control systems, performance management systems, performance measures, universities, research, symbolic violenceArticle Classification: Research paper",
author = "Gloria Agyemang and Jane Broadbent",
year = "2013",
month = jul,
day = "9",
language = "English",
booktitle = "MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration",

}

RIS

TY - GEN

T1 - MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration.

AU - Agyemang, Gloria

AU - Broadbent, Jane

PY - 2013/7/9

Y1 - 2013/7/9

N2 - Purpose The purpose of this paper is to examine the Management Control Systems developed to manage research within UK University Business and Management Schools. Specifically, the paper examines internal management control responses to externally imposed Regulatory Systems. By examining organisational reactions to these systems the paper seeks to develop the conceptual framework of Management Control Systems.MethodologyThe paper explores Management Control Systems that comprise systems of performance measurement as a sub-set of performance management systems. It builds on previous literature that has identified perverse outcomes from the use of performance measurement within organisations. Empirically, the paper considers the UK Research Excellence Framework and the previous Research Assessment Exercises as externally imposed Regulatory Systems and it analyses the performance management and performance measurement practices employed by universities to resist and cope with these research assessments.Findings The paper finds that universities develop Management Control Systems, with performance measurement and management systems that contribute to even greater controls over individuals’ research activities than that intended from the Regulatory Systems. These new MCS are accepted by academics although they encourage a movement away from previously held academic values.OriginalityThe paper analyses the resistance and coping strategies that result from the imposition of external performance measurement systems. It explains how resistance can lead to symbolic violence where participants become involved with their own subjugation. Keywords:Management control systems, performance management systems, performance measures, universities, research, symbolic violenceArticle Classification: Research paper

AB - Purpose The purpose of this paper is to examine the Management Control Systems developed to manage research within UK University Business and Management Schools. Specifically, the paper examines internal management control responses to externally imposed Regulatory Systems. By examining organisational reactions to these systems the paper seeks to develop the conceptual framework of Management Control Systems.MethodologyThe paper explores Management Control Systems that comprise systems of performance measurement as a sub-set of performance management systems. It builds on previous literature that has identified perverse outcomes from the use of performance measurement within organisations. Empirically, the paper considers the UK Research Excellence Framework and the previous Research Assessment Exercises as externally imposed Regulatory Systems and it analyses the performance management and performance measurement practices employed by universities to resist and cope with these research assessments.Findings The paper finds that universities develop Management Control Systems, with performance measurement and management systems that contribute to even greater controls over individuals’ research activities than that intended from the Regulatory Systems. These new MCS are accepted by academics although they encourage a movement away from previously held academic values.OriginalityThe paper analyses the resistance and coping strategies that result from the imposition of external performance measurement systems. It explains how resistance can lead to symbolic violence where participants become involved with their own subjugation. Keywords:Management control systems, performance management systems, performance measures, universities, research, symbolic violenceArticle Classification: Research paper

M3 - Conference contribution

BT - MANAGEMENT CONTROL SYSTEMS AND RESEARCH MANAGEMENT IN UNIVERSITIES: an empirical and conceptual exploration

ER -