Performance systems and social capital

Grane Mikael Gregaard Rasmussen; Kasper Edwards

Performance systems and social capital

Grane Mikael Gregaard Rasmussen
, Kasper Edwards

Research output: Chapter in Book/Report/Conference proceeding › Article in proceedings › Research › peer-review

Abstract

Performance systems and social capital are considered mutually exclusive. Contemporary studies show that social capital is essential in generating performance improvement. This raises an important question: “How do performance systems and social capital correspond?” This study draws on findings from a study on implementation of a performance system in Danish construction. The results show causalities between implementing the performance system and the emergence of social capital in construction projects. Results indicate that performance systems and social capital is not mutually exclusive, but that the effects of performance systems derive from motives for compliance, interpretations of common goals and strategic activities.

Original language	English
Title of host publication	Human Factors in Organizational Design and Management - XI
Editors	O. Broberg, N. Fallentin, P. Hasle, P.L. Jensen, A. Kabel, M.E. Larsen, T. Weller
Number of pages	5
Publisher	IEA Press
Publication date	2014
Pages	543-547
Publication status	Published - 2014
Event	11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES) - Copenhagen, Denmark Duration: 17 Aug 2014 → 20 Aug 2014 Conference number: 11 http://www.odam2014.org/

Conference

Conference	11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES)
Number	11
Country/Territory	Denmark
City	Copenhagen
Period	17/08/2014 → 20/08/2014
Internet address	http://www.odam2014.org/

Keywords

Relational coordination
Organizational change

OpenUrl availability

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title = "Performance systems and social capital",

abstract = "Performance systems and social capital are considered mutually exclusive. Contemporary studies show that social capital is essential in generating performance improvement. This raises an important question: “How do performance systems and social capital correspond?” This study draws on findings from a study on implementation of a performance system in Danish construction. The results show causalities between implementing the performance system and the emergence of social capital in construction projects. Results indicate that performance systems and social capital is not mutually exclusive, but that the effects of performance systems derive from motives for compliance, interpretations of common goals and strategic activities. ",

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publisher = "IEA Press",

note = "11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES), ODAM 2014 ; Conference date: 17-08-2014 Through 20-08-2014",

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Rasmussen, GMG & Edwards, K 2014, Performance systems and social capital. in O Broberg, N Fallentin, P Hasle, PL Jensen, A Kabel, ME Larsen & T Weller (eds), Human Factors in Organizational Design and Management - XI. IEA Press, pp. 543-547, 11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES), Copenhagen, Denmark, 17/08/2014.

Performance systems and social capital. / Rasmussen, Grane Mikael Gregaard; Edwards, Kasper.
Human Factors in Organizational Design and Management - XI. ed. / O. Broberg; N. Fallentin; P. Hasle; P.L. Jensen; A. Kabel; M.E. Larsen; T. Weller. IEA Press, 2014. p. 543-547.

Research output: Chapter in Book/Report/Conference proceeding › Article in proceedings › Research › peer-review

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AU - Rasmussen, Grane Mikael Gregaard

AU - Edwards, Kasper

N1 - Conference code: 11

PY - 2014

Y1 - 2014

N2 - Performance systems and social capital are considered mutually exclusive. Contemporary studies show that social capital is essential in generating performance improvement. This raises an important question: “How do performance systems and social capital correspond?” This study draws on findings from a study on implementation of a performance system in Danish construction. The results show causalities between implementing the performance system and the emergence of social capital in construction projects. Results indicate that performance systems and social capital is not mutually exclusive, but that the effects of performance systems derive from motives for compliance, interpretations of common goals and strategic activities.

AB - Performance systems and social capital are considered mutually exclusive. Contemporary studies show that social capital is essential in generating performance improvement. This raises an important question: “How do performance systems and social capital correspond?” This study draws on findings from a study on implementation of a performance system in Danish construction. The results show causalities between implementing the performance system and the emergence of social capital in construction projects. Results indicate that performance systems and social capital is not mutually exclusive, but that the effects of performance systems derive from motives for compliance, interpretations of common goals and strategic activities.

KW - Relational coordination

KW - Organizational change

M3 - Article in proceedings

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EP - 547

BT - Human Factors in Organizational Design and Management - XI

A2 - Broberg, O.

A2 - Fallentin, N.

A2 - Hasle, P.

A2 - Jensen, P.L.

A2 - Kabel, A.

A2 - Larsen, M.E.

A2 - Weller, T.

PB - IEA Press

T2 - 11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES)

Y2 - 17 August 2014 through 20 August 2014

ER -

Performance systems and social capital

Abstract

Conference

Keywords

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