ABSTRACT
This chapter provides a reflective account of the changing role of the planning department in the performance management and control (PMC) of a relatively small UK university. It presents an insight into the changing role of strategic planning in an HE setting during a period of unprecedented change, through the eyes of two of the actors involved in the organisation. The chapter is structured in four substantive sections. First, the case study context and research methodology set the scene for the case study. The analysis provides a mapping of professional relationships in the actor network, an analysis of the principal activities and responsibilities (the management roles), and the answers to eight questions on PMC based on Ferreira and Otley's (2009) framework. Due to the particular role of literature in an action research study, as an integral part of the learning and as a means of making sense of the action, it is interwoven with the analysis of professional practice.
