Rethinking organizational performance management: a complexity theory perspective

Purpose Traditional approaches to organizational performance management that emphasize objectivity, control and predictability are rapidly losing relevance in an environment characterized by increasing levels of complexity dynamism. This paper draws on theory suggest a new paradigm for managing organizations. Design/methodology/approach The the common features complex systems corresponding concept emergence revisit key themes propose set implications research practice. Findings Understanding organizations as emergent property such leads questions, adoption alternative methods formulation novel propositions. It also has various both academic managerial practice, from moving away traditional notion alignment adopting more explicit stakeholder-based view design use measurement systems. Originality/value highlights great potential addressing contemporary issues field charting landscape its future development.