Revisiting strategy mapping for performance management: a realist synthesis

Abstract

Purpose

The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management.

Design/methodology/approach

The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies.

Findings

A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework.

Research limitations/implications

The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context.

Practical implications

This study provides practitioners with actionable propositions which can help in effectively using strategy maps.

Originality/value

Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.

Citation

Armstrong, R. (2019), "Revisiting strategy mapping for performance management: a realist synthesis", International Journal of Productivity and Performance Management, Vol. 68 No. 4, pp. 721-752. https://doi.org/10.1108/IJPPM-08-2017-0192