The Impact of Competing Institutional Pressures and Logics on the Use of Performance Measurement in Hybrid Universities

Figures & data

Figure 1. The impact of institutional pressures and logics on PM practices.

Table 1. Institutional pressures in the university field and logics within the university.

Main coding categories	Evolution of PM practices
	Stage 1: Focus on teaching (1993–1998)	Stage 2: Co-existence of teaching and research (1999–2007)	Stage 3: Making research relevant (2008–2017)
Competing pressures in the university field
Market pressure	Market needs (regarding programs of study) University competition	University competition Accreditation pressure	University competition Accreditation pressure State and international ranking pressure Funding for selected activities
State pressure	Government regulations	Government regulations State control	Funding for selected activities Government regulations State control Bureaucratization
Academic pressure	Autonomy of scholars	Autonomy of scholars	Autonomy of scholars Academics’ expectations regarding norms and values Research excellence Research networking Nature of research
Co-existing logics at organizational and individual levels
Business logic	High-quality teaching Student satisfaction Centralization of decisions Cooperation with businesses	High-quality teaching Student satisfaction Centralization of decisions Cooperation with businesses University internationalization	Cooperation with businesses Effective resource allocation Managerialism and corporatization Outsourcing of services
Academic logic	n.d.	Research excellence and research planning Producing research	Research excellence and research planning Producing research Creating research teams Reputation among workers (scholars) University accountability

Table 2. The evolution of the use of performance measurement.

Main coding categories	Evolution of the use of PM practices
	Stage 1: Focus on teaching (1993–1998)	Stage 2: Co-existence of teaching and research (1999–2007)	Stage 3: Making research relevant (2008–2017)
Use of PM practices
Individual level	n.d.	Planning scientific careers Finding research partners Individual performance evaluation Promotion/demotion Bonuses and awards	Self-assessment and motivation Prioritizing of academic activities Planning scientific carriers Creating the research plan Finding research partners Benchmarking Individual performance evaluation Promotion/demotion Bonuses and awards
Departmental level	Allocation of teaching hours	Allocation of teaching hours Allocation of tasks Preparing departments and performance reports	Allocation of teaching hours Allocation of tasks Preparing departments and performance reports
Organizational level	Reports for governmental bodies	Granting internal financing for research activities Reports for governmental bodies	Granting internal financing for research activities Conducting HR policy and incentives Reports for governmental bodies Reports for accreditation bodies Reports for ranking institutions

Figure 2. The impact of competing institutional pressures, and logics on PM practices in the hybrid university.