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Institutionalising Performance Management in R&D Organisations: Key Concepts and Aspects

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  • Yawson, Robert M.
  • Sutherland, Alistair J.

Abstract

In an era in which accountability, cost effectiveness and impact orientation are at premium, Research and Technological Organisations are under pressure not only to improve their performance but also to be able to demonstrate this improvement. This pressure is particularly hard-felt by agricultural research organisations, where funders’ perceptions of a lack of evidence for the uptake and impact of products and services are raising questions about their efficacy and existence. Such pressures can be traced back to several factors, including changes in management trends and the growing scarcity of donor funding in the face of proliferation of Non-Governmental Organisations. These pressures have focussed R&D Organisations attention on the need to develop monitoring and evaluation systems that are capable of ensuring and demonstrating improved performance. In recognising that the developmental impact of research is notoriously difficult to assess, the paper is predicated on the belief that indicators of organisational uptake can provide reliable proxies, or ‘leading’ indicators of development impact. The background to this paper is a DFID-funded pilot action research project that ran between September 2001 and December 2002. The project aimed to adapt and test a novel approach to performance management within three agricultural research and development agencies. The key concepts and aspects of this novel approach and similar work done are discussed.

Suggested Citation

  • Yawson, Robert M. & Sutherland, Alistair J., 2010. "Institutionalising Performance Management in R&D Organisations: Key Concepts and Aspects," MPRA Paper 33180, University Library of Munich, Germany.
    • Handle: RePEc:pra:mprapa:33180
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    File URL: https://mpra.ub.uni-muenchen.de/33180/1/MPRA_paper_33180.pdf
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    References listed on IDEAS

    as
    1. Yawson, Robert M. & Sutherland, Alistair J. & Amoa-Awua, Wisdom A, 2003. "Broadening monitoring and evaluation within reforming national agricultural research systems," MPRA Paper 34944, University Library of Munich, Germany.
    2. Horton, D. & Mackay, R. & Anderson, A. & Dupleich, L., 2000. "Evaluating Capacity Development in Planning, Monitoring, and Evaluation: A Case from Agricultural Research," ISNAR Archive 310731, CGIAR > International Food Policy Research Institute (IFPRI).
    Full references (including those not matched with items on IDEAS)

    Citations

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    Cited by:

    1. Robert M. Yawson & Amy K. B. Paros, 2023. "Systems Perspective of the Use of the Balanced Scorecard for Organization Development and Change," SAGE Open, , vol. 13(4), pages 21582440231, December.
    2. Yawson, Robert M. & Yawson, Ivy, 2008. "Policy options of agricultural biotechnology R&D in Sub-Saharan Africa: key issues and aspects," MPRA Paper 34880, University Library of Munich, Germany.

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    More about this item

    Keywords

    Performance Management; Impact; Evaluation; DFID;
    All these keywords.

    JEL classification:

    • D2 - Microeconomics - - Production and Organizations
    • L1 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance
    • H4 - Public Economics - - Publicly Provided Goods
    • O1 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development
    • L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior
    • L3 - Industrial Organization - - Nonprofit Organizations and Public Enterprise
    • O3 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights
    • P4 - Political Economy and Comparative Economic Systems - - Other Economic Systems

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