Performance management from multiple perspectives: taking stock

Abstract

Purpose The purpose of this paper is to summarise key conclusions from a multidisciplinary review of the state of the art of research into organisational performance management, in particular how research can aid and involve practitioners. Design/methodology/approach This Special Issue incorporates papers that address current performance management challenges for managers and academics from a relatively small selection of academic disciplines. This particular paper locates the others in a wider context of a cross‐disciplinary study, identifying shared strengths to be found within the academic community. Findings In spite of a number of barriers to knowledge transfer, and tensions and gaps within the performance management research portfolio (described in the paper), much progress has been made that will advance further through active involvement with practitioners and across discipline boundaries. Specific suggestions for enhancing the effectiveness of performance management practice are included. Practical implications Research has already provided useful knowledge for practitioners, with the potential for greater value provided that performance management researchers are open to more collaboration in order to tackle the complex questions facing practitioners and theoreticians alike. Originality/value The paper provides an overview of the conclusions reached in a substantial and original multidisciplinary review, providing readers with the flavour of that publication.