Performance management systems and digital technologies: an exploratory analysis of practitioners and academics’ perspectives

AbstractPurpose – Performance management systems (PMSs) must remain dynamic and maintain the ability towithstand the high degrees of complexity brought about by digital technologies (DTs). Academics andpractitioners have explored DTs and PMSs separately. This study aims to bridge the academic and practitionerdiscourse surrounding PMSs and DTs to promote knowledge diffusion and collaboration.Design/methodology/approach – The authors adopted a mixed method approach, combining quantitativeand qualitative content analysis, which were validated through semi-structured interviews with academics andpractitioners. The authors first conducted a content analysis of the academic literature contained in the Scopusdatabase and the practitioners’ literature featured in the Nexis Uni database.Findings – The combined academic-practitioners’ body of knowledge underscores the risk and environmentaldimension, as well as the theoretical frameworks employed to explore digitally empowered PMSs. Thesefindings were corroborated by 17 confirmatory interviews conducted with scholars and practitioners.Research limitations/implications – Due to its scope, the research is limited to publications listed onScopus and Nexis Uni. Additionally, its qualitative and interpretative nature presents some generalizabilityissues.Originality/value – This study connects the intentions of scholars and practitioners concerning PMSs andDTs to promote collaborative efforts and knowledge diffusion. Moreover, considering the broader spectrum ofinsights, this manuscript postulates new avenues of research that address the key issues and concerns of bothacademics and practitioners. Finally, this article showcases PMs- and DT-appropriate theoretical frameworksthat can inform practitioners’ discourse and work.