Bellisario, AndreaPavlov, Andrey2018-05-022018-05-022018-02-07Bellisario A, Pavlov A. (2018) Performance management practices in lean manufacturing organizations: a systematic review of research evidence. Production Planning and Control, Volume 29, Issue 5, 2018, pp. 367-3850953-7287https://doi.org/10.1080/09537287.2018.1432909http://dspace.lib.cranfield.ac.uk/handle/1826/13183This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.enAttribution-NonCommercial-NoDerivatives 4.0 Internationalhttp://creativecommons.org/licenses/by-nc-nd/4.0/Lean manufacturing organisationslean productionliterature reviewmanagement controlperformance managementArticle19160270