Professional Documents
Culture Documents
Public Performance & Management Review, Vol. 38, No. 1, September 2014, pp. 7–22.
© 2014 M.E. Sharpe, Inc. All rights reserved. Permissions: www.copyright.com
ISSN 1530–9576 (print), ISSN 1557–9271 (online)
DOI: 10.2753/PMR1530-9576380101 7
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Schein (1984, 2010) argues that culture manifests itself at different levels in an
organization. He differentiates three levels of organizational culture, based on
the extent of the cultural phenomenon’s visibility to the observer. The first level
represents the artifacts that are the visible products or physical manifestations of
an organization’s culture. These include the architecture, office layout, technology,
dress code, manner of address, visible behavioral patterns, observable rituals and
ceremonies, and published documents. Although artifacts are easy to observe, they
are difficult to interpret. For example, we can describe what patterns of performance
information use are discernible in an organization but not why the organization’s
members behave the way they do with the information.
The second level consists of the espoused values and beliefs, or the documented
norms, ideals, goals, and aspirations, of the organizational group. Analyzing at
this level will increase our awareness of an organization’s culture but may reflect
the members’ rationalizations or aspirations. Espoused values can be abstract and
contradictory, such as when an organization claims to use performance manage-
ment both to lower the costs and to raise the quality of its performance.
The third level, the basic underlying assumptions, provides a deeper understand-
ing of an organization’s culture. Schein (2010) argued that failure to understand the
pattern of basic assumptions will make it harder to make sense of the more visible
manifestations of culture—for example, how to interpret the artifacts correctly or how
much credence to give the espoused values. Basic assumptions are the unconscious,
taken-for-granted, and non-negotiable beliefs and values that influence how group
members think, view, and feel about things and guide their behavior. Schein (1984)
explains that basic assumptions are learned responses that originated as espoused
values. When a value is used to guide a behavior, and that behavior is repeatedly seen
to solve a problem, the value will progressively become an underlying assumption
about how things really are. As this assumption is increasingly taken for granted,
it drops out of consciousness. Schein (1996) referred to basic assumptions as the
“essence of culture.” They are the hardest to change and may be viewed as a “source
of resistance” (Schein, 1992) or a “source of defensive routines” (Argyris, 1991) in
opposition to learning and change in organizations.
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goals, can shape employee mission valence, which is employee attraction to the
organization’s purpose or mission (Wright, Moynihan, & Pandey, 2012). This is
achieved by raising employee awareness of what is important to the organization.
An organization’s mission can also articulate what is distinctive about the organi-
zation, including a connection with and contribution to the larger policy domain
(Weiss & Piderit, 1999). A clear, understandable, and distinctive organizational
mission has been found to be positively related to employee mission valence
(Wright & Pandey, 2011). Employees become committed to the organization’s
mission (mission valence) and align their actions, which may include performance
information use, to the mission.
The importance of clearly espoused values also extends to key concepts or terms
of reference in an organization’s performance management and related initiatives.
Hall and Holt (2003) found that too many conflicting benchmarking initiatives were
being piloted within the British construction industry and government. They also
noted the frequently interchangeable and confusing use of terminology in bench-
marking. They concluded that these performance definitional issues compromised
the validity of the benchmarking exercise. They argued that the development of a
common language, particularly for key concepts like performance indicator and
benchmarking, can contribute to the successful use of in-project measurement.
minds” of its employees (2008, p. 621). Taylor’s (2011) study of Australian govern-
ment managers found high use of performance information by those who believed
in the beneficial effects of the information for their agency. Similarly, Kroll (2013)
found that “it is the enthusiastic manager who is willing to engage in data usability
improvements which eventually leads to a higher data use.”
then the degree of consistency across the three levels can influence the degree of
consistent use of performance information. For example, symbolic performance
management occurs when an organization explicitly states the desired purpose to
use performance management to learn (espoused values) but fails to put in place
the necessary mechanisms to enable organization members to learn (artifacts),
or most of them remain unconvinced of its value (basic assumptions). Organiza-
tions can espouse performance management values but not facilitate the use of
the information, because they fail to provide the essential support mechanisms or
to integrate the performance management system with other key systems in the
organization (Yang & Pandey, 2008).
The importance of aligning the three levels of an organization’s culture is
supported in several studies. In his study of cultural change in the Turkish health
sector, Ates (2004) proposed that the successful implementation of new pro-
grams requires changes in the organization’s systems and structures (artifacts),
its underlying values (assumptions), and the way management reinforces these
values (espoused values). Kroll and Vogel’s study of local government manag-
ers in Germany found that “successful performance management is not only
a function of improving data quality and reporting formats. . . . Performance
targets need to be linked to higher goals and values” (2013, p. 14). The former
pertains to the cultural effects of artifacts, and the latter cover the espoused
values and basic assumptions. Jennings and Hall (2012) indicated that the use
of scientific evidence and evidence-based practices depends on the mission and
mandates of the agency and its internal characteristics. Mission and mandates
relate to espoused values; internal characteristics cover the visible artifacts
and the less observable basic assumptions. Popper and Lipshitz (2004) argued
that organizational learning mechanisms (artifacts) yield productive learning
if they are embedded in an appropriate normative system of shared values and
beliefs. They differentiated two situations: (1) “espoused values” in which the
organizational learning values are manifested by compatible rhetoric, and (2)
“values in use” in which the organizational learning values are manifested by
an actual investment in resources and the willingness to incur losses in order to
realize compatible outcomes.
Conclusion
The inconsistency between desired behavior and actual behavior under a perfor-
mance management system has puzzled both academics and practitioners. This
article argues that an organization’s culture is an important conceptual tool that
can provide useful insights into this paradox in performance management. Rather
than rely on the defined but limited cultural categories provided by most cultural
frameworks, this article adopts the view that culture can be analyzed at multiple
levels in an organization. According to Schein (1996), behavior is a compromise
among the visible artifacts of an organization, the organization’s espoused values,
and the deeper assumptions of organizational groups. Any effort to understand
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performance information use, including the extent to which the use is consistent,
should take these levels of organizational culture into account.
This article presents a modest set of cultural propositions that explain the occur-
rence of inconsistent performance information use. The propositions are modest
for two reasons. First, they have not been tested systematically, even if they are
broadly in agreement with the findings of several studies of performance manage-
ment and organizational culture. Second, they set aside many of the conceptual
and methodological arguments about culture. Although it is not the aim here to
review the challenges associated with studying organizational culture, one cannot
deny that there are numerous definitions and measurement instruments of culture
(Jung et al., 2009). Identifying the best approach to operationalize culture is not
easy. While the more visible aspects of culture may be easier to measure (e.g.,
the mission statement for espoused values), the less visible assumptions pose a
huge challenge. One possibility is to measure managers’ rational motives toward
performance management. Schein (2009, 2010) suggested a list of questions that
could be used to tap into assumptions. Systematic testing of the hypotheses can
in turn take the form of laboratory-style experimentation. It could also make use
of ethnographic case studies of natural public settings (Schein, 2010).
Based on the limited analysis in this article, three preliminary cultural explana-
tions are provided for the inconsistency and seemingly incomprehensible aspects of
several performance management schemes. First, culture exists at multiple levels
in an organization. An organization that focuses on only one level of its culture
to promote performance information use and fails to address the other two is un-
likely to achieve its desired outcome. Second, the three levels of organizational
culture are interrelated. Failure to understand that changes to one level may affect
another can undermine performance information use for the desired purpose.
Third, performance information use depends on alignment of the different levels
of organizational culture and different cultures within an organization. A lack of
alignment among the levels or subcultures can contribute to inconsistent use of
performance information. Effective performance management, therefore, is more
likely when it is integrated and aligned with an organization’s cultures.
Acknowledgment
The author acknowledges the financial support provided by the Institute Public Administra-
tion Australia/University of Canberra Public Administration Research Trust Fund.
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