Purpose -The purpose of this paper is to substantiate conclusions from De Waal's case study research about the role of behavioral factors in the use of performance management systems. Design/methodology/approach -De Waal's exploratory research is replicated in four more Dutch organizations. Data were collected through the use of questionnaires, interviews and document research. Data of the additional case studies were combined with De Waal's. Pattern matching was used to compare all case studies. De Waal's initial research design was extended through the inclusion of different levels of matches in the pattern matching exercise. Findings -Analysis on different levels of matches showed that behavioral factors can be ranked according to their relative importance. The research has demonstrated that it is possible to identify which behavioral factors are the most important ones for the use of a performance management system.Research limitations/implications -The results of the research are limited to the Dutch situation. Practical implications -The research findings allow managers to focus their attention on what is most important to improve the use of their performance management systems, and hence to enhance the performance of their company. Originality/value -This paper is useful for both researchers and practitioners in that it gives interesting new insights into the relative importance of behavioral factors in the use of performance management systems.

Purpose The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration. Design/methodology/approach This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration. Findings The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs. Research limitations/implications The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance. Practical implications Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments. Originality/value By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.

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