Ambiguity in performance management systems of complex multi-stakeholder organisations
通过英格兰儿童与青少年心理健康服务的案例研究，揭示了复杂多利益相关者组织中绩效测量与管理实践模糊性的来源及其相互作用，对管理者理解此类系统的价值有参考意义。
This study undertakes an in-depth and rigorous exploration and explanation of the sources and implications of ambiguity in performance measurement systems and performance management practices (PMM) systems of complex multi-stakeholder organisations. In doing so, it contributes to the literature on performance measurement theories. The study is undertaken in the form of a fine-grained, inductive case study with the Child and Adolescent Mental Health Services (CAMHS) of the National Health Service of England. Data are obtained from multiple exploratory interviews with CAMHS stakeholders. The study surfaces factors that create ambiguities in the PMM practices of complex multi-stakeholder organisations, which interact in complex ways, raising questions over the value of PMM systems and practices. The originality of the paper is threefold. First, it opens a new area of debate in relation to performance measurement in complex multi-stakeholder organisations. Second, the findings demonstrate the complex interrelationships between the sources and manifestations of ambiguity advance the knowledge of PMM systems and implications in such organisations. Third, the findings reveal that the nature of complex multi-stakeholder organisations suppresses open, participative and inclusive social controls.