Developing performance measurement research that matters: strategies for practice and policy impact

Brown, D; McEwen, C; Lewis, R; Sutton, N

Developing performance measurement research that matters: strategies for practice and policy impact

Brown, D

McEwen, C

Lewis, R

Sutton, N

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Publisher:: Edward Elgar Publishing Limited
Publication Type:: Chapter
Citation:: Research Handbook on Performance Measurement for Management Control, 2024, pp. 302-319
Issue Date:: 2024-11-19

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Field	Value	Language
dc.contributor.author	Brown, D https://orcid.org/0000-0001-6278-0100
dc.contributor.author	McEwen, C https://orcid.org/0000-0002-3121-5114
dc.contributor.author	Lewis, R https://orcid.org/0000-0003-4958-0811
dc.contributor.author	Sutton, N https://orcid.org/0000-0002-4413-3003
dc.contributor.editor	Lillis, A
dc.contributor.editor	Grafton, J
dc.date.accessioned	2025-03-28T04:01:01Z
dc.date.available	2025-03-28T04:01:01Z
dc.date.issued	2024-11-19
dc.identifier.citation	Research Handbook on Performance Measurement for Management Control, 2024, pp. 302-319
dc.identifier.isbn	9781803920665
dc.identifier.uri	http://hdl.handle.net/10453/186270
dc.description.abstract	Performance measurement (PM) research is well placed to help society tackle global and national challenges and their local manifestations. The ubiquitousness of PM systems and their use for decision making, management control, and coordination means that PM researchers have an opportunity to conduct research with practice and policy impact. In this chapter, we discuss how to design and deliver PM research with increased potential for positive economic, social, and environmental practice and policy impact. We explore what impact looks like and the challenges and factors that prevent impact. We outline a range of strategies that can be adopted to increase relevance for and engagement with non-academics. We argue that while impact can happen as an accidental flow-on effect of research, it is possible to adopt a more purposeful approach where opportunities for the uptake of findings by industry, government, and end users are considered from the start of projects.
dc.format.extent	19
dc.language	en
dc.publisher	Edward Elgar Publishing Limited
dc.relation.ispartof	Research Handbook on Performance Measurement for Management Control
dc.relation.ispartofseries	Research Handbooks on Accounting
dc.relation.isbasedon	10.4337/9781803920672.00027
dc.rights	info:eu-repo/semantics/restrictedAccess
dc.title	Developing performance measurement research that matters: strategies for practice and policy impact
dc.type	Chapter
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Business School
pubs.organisational-group	University of Technology Sydney/Business School/Accounting Discipline
pubs.organisational-group	University of Technology Sydney/UTS Groups
pubs.organisational-group	University of Technology Sydney/UTS Groups/UTS Ageing Research Collaborative (UARC)
pubs.organisational-group	University of Technology Sydney/UTS Groups/INSIGHT: Institute for Innovative Solutions for Wellbeing and Health
pubs.organisational-group	University of Technology Sydney/UTS Groups/Family and Domestic Violence Research Network
utslib.copyright.status	recently_added	*
pubs.consider-herdc	true
dc.date.updated	2025-03-28T04:00:59Z
pubs.place-of-publication	Cheltenham, UK
pubs.publication-status	Published
dc.location	Cheltenham, UK

Abstract:

Performance measurement (PM) research is well placed to help society tackle global and national challenges and their local manifestations. The ubiquitousness of PM systems and their use for decision making, management control, and coordination means that PM researchers have an opportunity to conduct research with practice and policy impact. In this chapter, we discuss how to design and deliver PM research with increased potential for positive economic, social, and environmental practice and policy impact. We explore what impact looks like and the challenges and factors that prevent impact. We outline a range of strategies that can be adopted to increase relevance for and engagement with non-academics. We argue that while impact can happen as an accidental flow-on effect of research, it is possible to adopt a more purposeful approach where opportunities for the uptake of findings by industry, government, and end users are considered from the start of projects.

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http://hdl.handle.net/10453/186270