The integration of risk and performance management: the role of boundary objects

Abstract

PurposeThis paper investigates the role of boundary objects and boundary work in the integration of risk management (RM) and performance management (PM) systems. In particular, the paper combines theoretical insights with an empirical focus to examine how shared contexts are created through the boundary work performed by key actors across knowledge boundaries.Design/methodology/approachThe paper develops an exploratory qualitative case study from a local government context. The methodology is based on document analysis and semi-structured interviews.FindingsBoundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices. The paper shows how collaborative versus competitive boundary work exerted by key actors can explain the creation of shared contexts leading to integration between RM and PM.Originality/valueThe results contribute to the debate about the integration of RM with other managerial systems. Differently from previous research, the integration theme is addressed in the present work by looking specifically to the integration between RM and PM. In doing so, the role of both boundary objects and the boundary work performed by relevant actors to demarcate their legitimacy and autonomy over preferred practices is portrayed.

Examining year-end spending spikes in the European Economic Area: a comparative study of procurement contracts

“…Future analyses of spending patterns across countries in Europe can also focus on whether YESS in the most populated countries are inherently wasteful, or consider if their measurement should (or even could) be integrated into an overall risk-management perspective (for a beginning discussion of some potential issues, see Bracci et al, 2020). Although the pooled data masks cross-country and contract type differences, year-end spikes in above-threshold procurements exist, especially within services and supplies contracts, and especially among the most populated countries in Europe.…”

Institutional logics and risk management practices in government entities: evidence from Saudi Arabia

“…The implementation process that follows the adoption decision has also been explored (Bracci et al, 2020;Palermo, 2014;Vinnari and Skaebaek, 2014). These studies highlighted the crucial role of individuals' business knowledge, professional experience and relational skills in the process (Palermo, 2014;Themsen and Skaebaek, 2018).…”

Accounting for unstable environments in the public sector: managing post-COVID-19 times

“…In period of rapid changes and to address unstable environments, traditional accounting technologies alone may not support the ability of an organization to create public value. Risks need to be integrated in the decision-making process of politicians and public managers alike (Bracci et al, 2022). However, the integration between risk management and performance management still represents a challenge, with many quests on how to succeed (Arena et al, 2017;Palermo, 2011).…”

“…However, the integration between risk management and performance management still represents a challenge, with many quests on how to succeed (Arena et al, 2017;Palermo, 2011). As Bracci et al (2022) show such integration is mostly associated to the boundary work that key actors exerts. In their paper, the authors draw on the concepts of boundary object and boundary work, showing that boundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices.…”

“…Performance and corruption are interlinked as the latter reduce the former. As such, the paper by Bracci et al (2022) addresses the integration between risk management and performance management. Finally, Vakulenko (2022) portraits the complexity of the institutional context in Ukraine and how it affected the reform attempts driven by the international financial institutions.…”