Summary\ud Purpose\ud –\ud This paper aims to consider how and to what extent it is possible to interpret a performance\ud management system (PMS) as a typical control mechanism or in a more innovative way as a learning\ud tool. PMSs are typically used for planning and coordination purposes. However, they may also be used\ud as an opportunity to foster learning inside the organization.\ud Design/methodology/approach\ud –\ud The empirical analysis was carried out during January-May 2014. A\ud single case study was developed, in the first phase, through document analysis and semi-structured\ud interviews with three top managers, to investigate the purpose and rationale of the design of the PMS.\ud The investigation then continued with non-participant observation.\ud Findings\ud –\ud The picture shows the dominance of “command and control” thinking, based on a\ud cybernetic control system connected to targets and linking the achievement of these targets to\ud individual performance.\ud Practical implications\ud –\ud This paper helps to contextualize reflections on PMSs and potential learning\ud outcomes in knowledge organizations, with specific reference to the airport industry.\ud Originality/value\ud –\ud This paper contributes to the extant debate on the relationship between PMSs\ud and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other\ud authors, relying on a contingent approach, have instead put forward the need of a more\ud comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as\ud of the interdependencies among their components. In the case study under scrutiny in this paper,\ud adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead\ud to any major changes

Purpose -This article sets out to investigate the relationship between performance management systems (PMSs) and knowledge in public universities. In particular, this paper intends to verify how different choices related to PMS affect the nature of knowledge, in terms of the well-known tacit vs explicit dichotomy. Design/methodology/approach -The empirical focus is on the recent PMS changes that have been developing in the "modernisation agenda" of the Italian public sector. In particular, 15 case studies of PMS design in Italian universities are presented. The interpretation of the results is based on the Simon's theoretical framework related to the four levers of control. Findings -Results show how PMSs (in the different forms presented in the universities' evaluation plans) could represent an important social tool to facilitate the management of organizational knowledge, combining explicit and tacit forms of knowledge. Originality/value -This paper tackles a topic neglected in the knowledge management literature, aiming to open up a discussion on the possible interconnections between PMSs and knowledge in the public arena.

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PurposeThe paper focuses on how knowledge visualization supports the development of a particular multiobjective decision-making problem as a portfolio optimization problem in the context of interorganizational collaboration between universities and a large automotive company. This paper fits with the emergent knowledge visualization literature because it helps to explain decision-making related to the development of a multiobjective optimization model in Lean Product Development settings. We investigate how using ad hoc visual tools supports knowledge translation and knowledge sharing, enhancing managerial judgment and decision-making.Design/methodology/approachThe empirical case in this study concerns the setting up of a multiobjective decision-making model as a portfolio optimization problem to analyze and select alternatives for upgrading the lean production process quality at an FCA plant.FindingsThe study shows how knowledge visualization and the associated tools work to enable knowledge translation and knowledge sharing, supporting decision-making. The empirical findings show why and how knowledge visualization can be used to foster knowledge translation and sharing among individuals and from individuals to groups. Knowledge visualization is understood as both a collective and interactional process and a systematic approach where different players translate their expertise, share a framework and develop common ground to support decision-making.Originality/valueFrom a theoretical perspective, the paper expands the understanding of knowledge visualization as a system of practices that support the development of a multiobjective decision-making method. From an empirical point of view, our results may be useful to other firms in the automotive industry and for academics wishing to develop applied research on portfolio optimization.

The paper contributes to the critical literature because the authors analysed a relationship that is rarely theoretically and empirically examined in literature, that between employment contract, collective identity-building dynamics and processes of resistance. We showed that the creation of a community of coping enabled minorities to voice their distance from and opposition to management.