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Abstract:
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Organizations perform evaluations in order to demonstrate their trustworthiness to the
outside world and to produce knowledge for use by the management of the organization.
In the planning and application of specific evaluations in the organization, different
participants or stakeholders very often disclose different, hidden or conflicting agendas.
In recent years, the use of evaluations in organizations has grown rapidly and we have
witnessed the rise of a new bureaucratic instrument in the realm of knowledge
production in organizations, viz., internal evaluations. Such evaluations produce a set of
data as part of the evaluation process and the long-term impact of this new systematically
organised set of data on organizational activities are normally not taken seriously into
consideration when the use of evaluations in organizations are discussed. Said
differently, evaluations have become a major factor in the management of organizations,
but the academic literature on internal evaluation very rarely discusses the impact of this
instrument on the long term behaviour and activity of members of the organization. This
lacuna in the literature persists despite the well known fact, established by numerous
studies of organizational sociology, that people tend to adapt to external behavioural
demands especially when related to power relations in the organization.
keywords: research evaluation, governance, social control, publication counts. |
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