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Revisiting strategy mapping for performance management: a realist synthesis

机译：回顾绩效管理的策略映射：现实综合

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Purpose - The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management. Design/methodology/approach - The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies. Findings - A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework. Research limitations/implications - The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context. Practical implications - This study provides practitioners with actionable propositions which can help in effectively using strategy maps. Originality/value - Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.
机译：目的-战略图对绩效管理的理论和实践做出了重大贡献。但是，由于缺乏理论和概念上的发展，它未能充分发挥其潜力。因此，本文的目的是重新审视策略图的理论，以更好地了解它们如何以及在何种情况下有利于绩效管理。设计/方法/方法-研究采用了现实主义的综合方法，一种系统的文献综述方法。从绩效管理文献中提取了有关战略地图工作原理的理论，随后通过对实证研究的严格审查对其进行了评估。发现-与问题结构，开发和使用的一般绩效管理阶段有关的策略映射是如何工作的理论，在这些阶段中，战略映射可以用作发现和刺激社会互动的工具。根据调查结果，提出了12条与绩效管理框架内策略图的有效使用有关的命题。研究的局限性/意义-将策略图引入绩效管理代表了组织绩效理解和沟通方式的突破。该研究通过考虑它们如何工作以及在什么情况下更进一步。通过这样做，本研究旨在在不断变化的绩效管理环境中开辟新途径，以更有效地应用战略地图。实际意义-这项研究为从业人员提供了可行的主张，可以帮助有效地使用战略地图。独创性/价值-在绩效管理系统中区分策略图的目标和机制有可能极大地提高其在实践中作为一种强大但未充分利用的工具的有效性。本文还说明了现实主义综合方法（当前在管理研究中并不常见的方法）如何促进了战略图的新视角的创建，以特别适合绩效管理。

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