This communication studies the introduction of a performance measurement and management system in a large French public company where the economic aspects of performance have not been paid much attention hitherto. Findings suggests that identity (both in its individual and social aspects) and identification processes play an important part in how actors appropriate (or resist to) this new management system
ANCELIN-BOURGUIGNON, A., SAULPIC, O. and ZARLOWSKI, P. (2005). Management Control Change in the Public Sector: A Case Study. In: Improving Organizations and Society. European Institute for Advanced Studies in Management (EIASM).