Academia is in a credibility crisis. A record-breaking 10,000 scientific papers were retracted in 2023 because of scientific misconduct, and academic journals are overwhelmed by AI-generated images, data, and texts. To understand the roots of this problem, we must look at the role of metrics in evaluating the academic performance of individuals and institutions.
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How to stimulate interpersonal trust in organizations? How can performance management contribute to trust? And, can other types of management control also enhance interpersonal trust? These questions are addressed in our recent study amongst healthcare managers, as published in The British Accounting Review (open access). In this blog (also published on Social Science Space and the European Accounting Association’s blog), we highlight our three key findings.
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I am honored (and still a bit overwhelmed) by the decision of Thinkers50 to include me in the Thinkers50 RADAR 2020. Continue reading
(This article was also published on IE Business School’s corporate relations page IE Insights.)
Can performance measurement systems negatively impact performance? A recent study (“Performance measurement, cognitive dissonance and coping strategies: exploring individual responses to NPM-inspired output control”) suggests this, finding that employee behavior can change when performance is being measured. When subjected to such scrutiny, professionals sometimes rather focus on easily measurable tasks, while avoiding activities that are not measured or do that do not yield results in the short term. And that may harm the (long-term) performance of professionals and organizations.
Berend van der Kolk 