The perspective of including social control in organisational performance management

The purpose of this investigation was to conduct an integrative review, of theoretical studies, emphasising how the process of organisational performance management can improve by considering elements of social control. Utilising ProKnow-C, 55 theoretical scientific papers regarding performance evaluation were selected. A framework was suggested that considers the relationship between management's guiding concept properties and the elements of social control, indicating engagement as the central element of the discussions. After comparing the framework with 39 papers informing the construction of the management concept, it was discovered that while the literature acknowledges the indispensability of social control elements for efficient organisational performance management, discourses predominantly concentrate on the mechanism of communication and learning. On the other hand, culture and engagement are still explored in a limited manner. Following these findings, a research agenda was suggested to direct discussions towards involving aspects related to these two elements.