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Main's research on Career Shares has had an impact both on recent government proposals to change the design of executive pay (BIS, 2013 [5.1]; Kay Report, 2013 [5.2]), as well as on new industry practice in the area. Those benefitting from the work are the shareholders in the UK's publicly traded companies — both direct holders of shares and those who own shares indirectly through pensions or insurance policies. This impact is bringing about radical improvements to the simplicity, transparency and potency of boardroom pay, in a way that encourages long-term decision making and delivers improved long-term returns to investors. The research has informed the practices of UK government agencies (BIS), professional bodies (e.g. Association of British Insurers) and FTSE100 companies (via Towers Watson).
Performance measurement research at the University of Strathclyde has directly led to major economic and social improvements in over 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise between 2008 and 2013. These benefits were achieved as a result of novel performance measurement and management practices and supporting ICT systems that integrated shop-floor, operational and strategic performance information in real time. The result was substantial productivity and growth benefits for international and UK companies, for example a 150% increase in turnover and 80% increase in employment at Highland Spring. The European wide FP7 FutureSME project (2009-2013) led by the Strathclyde team developed and delivered a €6M programme to improve the competitive capabilities of European Manufacturing SMEs. In 2012, the associated training programme developed at Strathclyde was awarded the European Training Programme of the Year Medal by the Polish Chamber of Commerce.
This case study describes the effects of a new performance management system, developed in China and adopted by organisations facing complex management challenges. To date, seven public and private sector organisations have successfully used the `3E' (Effectiveness, Efficacy, and Efficiency) system for tasks as varied as developing performance indicators, improving management communication and designing appraisal systems that work under conditions of rapid growth and change.
The participating organisations include the Chinese Academy of Sciences (CAS), Hunan University, Tonsan Adhesives Inc, Xingxiang Insurance, Sun-rivier local government, Liao-ling Plaze hotel and Hua-bao International Holdings. Their adoption of the 3E system has resulted in improved performance management within these organisations.
This case study focuses on impact derived from Ildiko Rippel's practice-based research in contemporary performance, resulting in the presentation of Blueprint (2012), a performance involving interaction of performers with their mothers, who are present within the work via real-time video links. Blueprint continues to be performed at festivals and in venues in the UK. Impact, to date, has comprised: opportunities for public engagement with contemporary performance practice and furtherance of public understanding of it; the work's contribution to public performance programming in the UK; its contribution to development of contemporary theatre practices through experience and discussion of it amongst theatre/performance practitioners, promoters and critics; contribution to the vibrancy of publicly available contemporary arts culture in the UK.
Research into Performance Measurement Systems conducted by the Strathclyde Institute for Operations Management (SIOM) between 1997 and 2013 has led to new knowledge which in turn has been applied in companies. These new insights have resulted in significant economic impacts for companies both large and small. The reach has been significant, with economic and social improvements in approximately 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise and the Manufacturing Advisory Service. This case study focuses on impact generated since 2008 using companies of different sizes and from different sectors to illustrate the financial and other benefits realised from improved performance measurement and management systems. Some companies have achieved benefits through KTP projects, while other organisations focused on consultancy engagements. In addition, a large scale executive education programme developed around operations and performance improvement has allowed companies such as Babcock International Group to deploy the new knowledge about performance measurement systems throughout its international organisation, reaping financial and organisational benefits.
The Spanish Cajas [savings banks] are being radically reformed with explicit reference to research that Vicente Cuñat and Luis Garicano undertook from 2009-2012. The research found that: (a) many Cajas´ managers were politically appointed and poorly qualified in terms of relatively low educational attainment and no previous banking experience; and (b) the presence of such managers substantively and negatively impacted the Cajas' performance during the financial crisis. Emergency government legislation (Royal Decrees in 2010 and 2013), and the July 2012 Memorandum of Understanding between Spain and the Troika that includes a specific requirement for Spain to reform the sector, rely explicitly on this research.
Impact for the CPHR is derived from its collaborative partnership between their world-leading HR researchers and 20 primary sponsor organisations. Through this network the Centre stays abreast of the current issues facing HR directors. This co-production of knowledge generates performance-driven solutions that have benefit to the wider business community. These are distributed through high-impact white papers, journal articles and initiatives with the CIPD (the professional HR institution). Examples of organisational impact include a new strategy at McDonald's `Trust Based HR' and a 20% increase in job satisfaction of employees aged 60+ and the creation of an Executive Vice-President position at Shell.
This case study focuses on the impact of Professor Adrian Heathfield's research. Heathfield curated numerous multi-form research exchanges with his Performance Matters Co-Directors over a four-year period, expanding non-academic beneficiaries of performance research, influencing prevailing professional discourses as well as creative and curatorial practices across the arts sector. Workshops, collaborative dialogues, symposia, talks, films, screenings and performances were conceived, realised and hosted by major cultural sector partners, involving an international array of leading academics, artists, activists and curators. Direct impacts for the non-academic partner-organisation — Live Art Development Agency (LADA) — were the expansion of its educational, archival and media activities, and user community. Specific professional development effects were delivered for a culturally diverse group of participating established and early-career artists.
The Operator Functional State (OFS) describes the psychological capacity of an operator to deliver safe and effective performance. Expertise in OFS theory and methodology was developed at LJMU via studies of driving behaviour and aviation control. When the European Space Agency wished to prioritise issues surrounding OFS in the context of space exploration, they recruited an expert from LJMU. The resulting discussion led to the identification of key issues to maintain operational skill and reduce accident likelihood during long duration space missions. The expertise developed at LJMU has influenced the European programme for space exploration over the coming decade.
Research by the Oxford Public Policy Group addresses a widespread concern among governments, international organisations, and NGOs that the pervasive use of targets and performance indicators in public service management can have important distortive effects. The group's work clarifies the different effects and shortcomings of performance indicators and develops a pioneering approach to assess their reliability. The research has been influential in generating better informed approaches to the use of indicators and targets in public service management — in the UK and by international institutions — and has shaped the wider policy and public debate.