Performance Information Use: The Impact of Perceived Stakeholder Salience

Authors

  • Germaine Chan Mount Saint Vincent University

DOI:

https://doi.org/10.33423/ajm.v21i3.4363

Keywords:

management, performance information use, performance management in higher education, faculty salience, stakeholder salience and performance information use, performance management

Abstract

Stakeholders often hold divergent, and sometimes, adversarial views on organizational initiatives. Performance management in the higher education sector is no exception. Thus, which stakeholders will have their preferences met? Will it be the most important stakeholders? This study measures university leaders’ perceived salience of three stakeholder groups – academics, staff, students - and the impact it has on performance management, specifically the use of performance information to inform the decision-making process. Results show that although staff is perceived to be the least salient, they are the only stakeholder group to have an influence on performance information use.

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Published

2021-07-26

How to Cite

Chan, G. (2021). Performance Information Use: The Impact of Perceived Stakeholder Salience. American Journal of Management, 21(3). https://doi.org/10.33423/ajm.v21i3.4363

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Section

Articles