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Developing performance measurement research that matters: strategies for practice and policy impact

In: Research Handbook on Performance Measurement for Management Control

Author

Listed:
  • David Brown
  • Celina McEwen
  • Rachael Lewis
  • Nicole Sutton

Abstract

Performance measurement (PM) research is well placed to help society tackle global and national challenges and their local manifestations. The ubiquitousness of PM systems and their use for decision making, management control, and coordination means that PM researchers have an opportunity to conduct research with practice and policy impact. In this chapter, we discuss how to design and deliver PM research with increased potential for positive economic, social, and environmental practice and policy impact. We explore what impact looks like and the challenges and factors that prevent impact. We outline a range of strategies that can be adopted to increase relevance for and engagement with non-academics. We argue that while impact can happen as an accidental flow-on effect of research, it is possible to adopt a more purposeful approach where opportunities for the uptake of findings by industry, government, and end users are considered from the start of projects.

Suggested Citation

  • David Brown & Celina McEwen & Rachael Lewis & Nicole Sutton, 2024. "Developing performance measurement research that matters: strategies for practice and policy impact," Chapters, in: Anne M. Lillis & Jennifer Grafton (ed.), Research Handbook on Performance Measurement for Management Control, chapter 16, pages 302-319, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:21441_16
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    File URL: https://www.elgaronline.com/doi/10.4337/9781803920672.00027
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