: Maria Bergholtz, Alexander Westesson
: Daniel Ericsson
: Performance Measurement of Creative work – a culture study at PS Communication
: Key Performance Indicators, Organizational Culture, Macro-culture, Subculture,
Micro-culture, Art, Business, Creativity, PS Communication
In the paper’s introductory chapter, the chosen problem area regarding art and business will
be presented. The paper’s studied empirical case will also be introduced here. This then leads
to the reports chosen research questions:
How do the company management and the companies’ creative personnel approach differ in
the discussion regarding performance measurement on PS Communication?
What causes these differences?
What impact does the corporate culture have in the discussion about performance
measurement of PS Communication?
Is the corporate culture weak or strong?
The purpose of this paper is to resolve the stand still in the discussion regarding performance
management by creating an understanding of different people active in the organization’s
approach to performance measurement. To create a deeper understanding of where the
different views have their origin, a cultural analysis will be performed. Then with that
information, we hope that we will be able to create a basis for further discussion of
The methodology chapter is based on a hermeneutic approach and qualitative approaches. In
this chapter an introduction of the sample that has been made will also be presented and it will
also describe the quality of the research. The chapter concludes with a presentation of the
research process method.
The theory chapter begins with a presentation of the problem between art and business. Then
the theory behind creative ideal types, culture and power, and conflict will be presented.
The paper’s empirical chapter is based on interviews with the two employees at PS
Communication. It also includes revised information from the company’s employee
The analysis chapter compares the theoretical chapter with the empirical findings, which
creates an understanding for how situation at the company today. This will culminate into the
paper’s conclusion, which states:
The managements and the creators view on performance measurement are different in that
management believes measurement gives them an overview of where in the organization they
are profitable, which creates a strategy for where focus should be. The corporate culture has
central roll in the conflict because of the differences that exists between the two subcultures.
The differences due to management and the creative, belongs to two different subcultures
with a widely different idea on how work should be valued. Two strong subcultures create
one weak corporate culture.
2011. , 46 p.