This study examines whether and how the process of updating and changing mental models
(learning) helps to explain how performance measurement systems (PMS) affect individual
performance. Although prior studies (e.g., Hall, 2008; Burney and Widener, 2007; Burney
et al., 2009) highlight the important role of particular cognitive and motivational mechanisms,
such as role clarity and organizational justice, they do not consider how PMS can
improve performance by helping individuals to update their mental models and develop
learning capabilities. As such, this study investigates relations among comprehensive PMS,
two types of learning at the managerial (individual) level (mental model confirmation and
mental model building), and managerial performance. Results show that a more comprehensive
PMS helps managers to confirm their mental models of business unit operations.
In contrast, findings show that a more comprehensive PMS can help managers to build new
mental models of business unit operations, but only in specific settings, that is, for managers
with a short organizational tenure and/or from a small-sized strategic business unit.
Importantly, results also show that both mental model confirmation and mental model
building have positive associations with managerial performance.
This study examines whether and how the process of updating and changing mental models(learning) helps to explain how performance measurement systems (PMS) affect individualperformance. Although prior studies (e.g., Hall, 2008; Burney and Widener, 2007; Burneyet al., 2009) highlight the important role of particular cognitive and motivational mechanisms,such as role clarity and organizational justice, they do not consider how PMS canimprove performance by helping individuals to update their mental models and developlearning capabilities. As such, this study investigates relations among comprehensive PMS,two types of learning at the managerial (individual) level (mental model confirmation andmental model building), and managerial performance. Results show that a more comprehensivePMS helps managers to confirm their mental models of business unit operations.In contrast, findings show that a more comprehensive PMS can help managers to build newmental models of business unit operations, but only in specific settings, that is, for managerswith a short organizational tenure and/or from a small-sized strategic business unit.Importantly, results also show that both mental model confirmation and mental modelbuilding have positive associations with managerial performance.
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