ABSTRACT

https://orcid.org/0000-0003-0893-0432

This chapter identifies and discusses the four disciplines that contribute to the study of performance management: strategic management, organizational behaviour, organizational theory, and management accounting. The chapter argues that the study and practice of performance management is best understood as an interdisciplinary as opposed to a multidisciplinary endeavour. As later chapters of the book demonstrate, performance management requires integrated understandings of its four underlying disciplines to achieve effective performance management designs. Practitioners and scholars of performance management should therefore position themselves at the intersection of the four disciplines and employ a single, integrated lens of study and analysis. The chapter concludes with a description of the book’s layout, including the book’s division into four parts and the chapters comprising each part.