International Journal of Operations & Production Management A decision theory perspective on complexity in performance measurement and management Anthony Alexander, Maneesh Kumar, Helen Walker, Article information: To cite this document: Anthony Alexander, Maneesh Kumar, Helen Walker, (2018) "A decision theory perspective on complexity in performance measurement and management", International Journal of Operations & Production Management, https://doi.org/10.1108/IJOPM-10-2016-0632 Permanent link to this document: https://doi.org/10.1108/IJOPM-10-2016-0632 Downloaded on: 20 July 2018, At: 06:26 (PT) References: this document contains references to 90 other documents. 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Downloaded by Cardiff University At 06:26 20 July 2018 (PT) The current issue and full text archive of this journal is available on Emerald Insight at: www.emeraldinsight.com/0144-3577.htm Complexity A decision theory perspective in PMM on complexity in performance measurement and management Anthony Alexander, Maneesh Kumar and Helen Walker Department of Logistics and Operations Management, Cardiff Business School, Received 18 October 2016 Cardiff, UK Revised 3 May 2017 27 July 2017 Accepted 19 September 2017 Abstract Purpose – The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM. Design/methodology/approach – A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management. Findings – Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL. Research limitations/implications – The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded. Practical implications – Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM. Originality/value – A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject. Keywords Performance measurement, Sustainability, Supply chain management, Case study, Alignment, Decision processes Paper type Research paper Downloaded by Cardiff University At 06:26 20 July 2018 (PT) Introduction: new theoretical perspectives on performance measurement and management (PMM) The inevitability of change is a fundamental aspect of the modern business environment. Now, more than ever, such changes seem more significant and no less unpredictable. A volcanic eruption disrupts flight schedules, a stock market crashes, socio-political events like the UK’s Brexit referendum, terrorist atrocities or even the rapid impact of disruptive technology on previously stable and mature markets are all issues that can require action by senior managers. Some of these issues may impact on the strategic direction of a business; others may just require flexible response, providing the organisation is sufficiently resilient. How well an organisation conducts its PMM in relation to the external environment and strategic direction can be described in terms of the PMM system’s “alignment” or “fit” © Anthony Alexander, Maneesh Kumar and Helen Walker. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may International Journal of Operations reproduce, distribute, translate and create derivative works of this article (for both commercial and & Production Management non-commercial purposes), subject to full attribution to the original publication and authors. The full Emerald Publishing Limited 0144-3577 terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode DOI 10.1108/IJOPM-10-2016-0632 IJOPM (Kolehmainen, 2010; Melnyk et al., 2010). If the external environment is stable and changes only slowly, this fit may be easier to establish than if the external environment is turbulent and unstable. Given these two different types of external context, how can PMM remain responsive to change both from outside the organisation and internally, as adjustments are made to the organisational strategy (Micheli and Manzoni, 2010)? Do organisations reformulate their PMM system in response to external changes? In a major review of PMM, Bititci et al. (2012) identify that the context in which PMM occurs is indeed changing and that commonly accepted PMM practices showed limited effectiveness due to the lack of a holistic approach that addresses potential external complexity. Melnyk et al. (2014) follow this with a Delphi study including high-level practitioner input that highlighted manager’s paradoxes in dealing with reformulation of business strategy and incorporating those adjustments in their PMM system when operating in a turbulent and fast-moving business environment. The research highlighted the need for a conditional, contingent response, given that this is not discussed in the current PMM literature. The study also reported on the lack of fit between business strategy, organisation culture and static PMM systems when faced with a complex and unpredictable external environment. These two reviews of PMM contain common themes around the role of, on the one hand, complexity (defined by Nicolis and Prigogine (1977) as the unplanned creation of order from turbulence, also referred to as autopoiesis – meaning spontaneously self-organising), which is a form of unpredictability, and, on the other hand, simple, mechanistic, prescriptive guidance, centred on prediction and control. The latter is a core theme of management science since the work of Taylor (1911) and which was extended by Forrester (1958). Following calls for stronger theoretical foundations for PMM research (Richard et al., 2009), this paper seeks to contribute insights into the former question of complexity and unpredictability affecting PMM by drawing on the literature within the field of decision theory (DT). PMM may be described as a form of decision support system, synonymous to a body’s nervous system, that organisations put in place to connect with business strategy, improve effectiveness and achieve desired outputs (Melnyk et al., 2014). The field of PMM may thus find deeper conceptual foundations by considering literature from the field of decision theory, especially that encompassing the topics of complexity, autopoiesis and resulting unpredictability. PMM and decision theory in an age of complexity One of the seminal works of decision theory is Simon (1947), “Administrative Behaviour: A study of decision-making processes in administrative organization”. This broke with the Downloaded by Cardiff University At 06:26 20 July 2018 (PT) prior scientific management approach of Taylor (1911) by showing that managers could