Institutional Logics Analysis for Enabling Collaborative DPM Processes: Universities’ Third Mission Performance as an Illustrative Example

Abstract

The literature increasingly encourages public managers and policy-makers to develop recursive cycles of collective and collaborative mental model formalization for improved organizational learning, reporting and decision-making. Dynamic performance management (DPM) is a promising approach to address this challenge. However, the actors involved in the system under study often display different cultures, values and social expectations, which may hinder successful collaboration around a DPM modelling process. Our study develops a process for mapping the different institutional logics that are likely to influence the DPM modelling processes in a certain context, thus creating the conditions for a more systematic, inclusive and collaborative DPM modelling process. Also, this study provides an illustrative example of the proposed institutional logics-based approach to DPM by identifying the different public value resource stocks that are expected to result from universities’ third mission.