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

Abstract

The literature increasingly encourages public managers and policymakers to develop recursive cycles of collective and collaborative mental model formalisation for improved organisational 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.

Resultados del quehacer académico: influencia del aprendizaje institucional desde la teoría

“…En la literatura, se ha descubierto que la vinculación con el medio se ve reforzada mutuamente con el aprendizaje organizacional (Ricciardi et al, 2020), el cual ayuda a que se generen innovaciones positivas para el territorio (Smith y Smith, 2018), favoreciendo entonces el cumplimiento de la tercera misión en las universidades (Pellegrino, 2018). Las instituciones de educación superior poseen una responsabilidad social y, por cierto, el aprendizaje organizacional contribuye al logro de este desafío estratégico (Horváth, 2019).…”