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  Measuring organizational performance, the overall effectiveness of an organization in achieving its goals is widely recognized as crucial for success. In fact, 86% of executives believe that tracking organizational effectiveness is key to long-term success, yet only 40% of organizations try to regularly track such metrics [1]. The gap suggests that many organizations acknowledge the importance of performance measurement but still do not implement it in practice. This analysis explores the broad reasons why organizations fail to measure collective performance, identifying recurring barriers across industries. The article draws on expert opinions, academic research and case examples and highlights structural, cultural and strategic factors that commonly impede the adoption of effective performance measurement systems.  Importance Organizations that measure and manage performance tend to achieve better outcomes. A study by the Metrus Group compared “measurement-managed” organ...

Case Studies To consolidate these concepts, this section presents brief case studies illustrating collective performance in different contexts: Case Study 1: The Hawthorne Works (1920s USA, Industrial Organisation) Context: Western Electric’s Hawthorne Works factory, Chicago. Scenario: Researchers conducted experiments altering work conditions (lighting, break times) to see effects on productivity. Collective Performance Insight: Regardless of physical changes, productivity often improved when workers knew they were being observed. More revealing was the Relay Assembly Test Room experiment, where a small group of women workers were isolated with friendly supervision. Their output increased over time. Interviews suggested that the special attention and the camaraderie in the test room group boosted their morale. They developed their own informal norms (coming to work on time so as not to let the group down, for instance). This case highlighted how social factors and a sense of partic...

Key Theoretical Frameworks Social Identity Theory Originally formulated by social psychologists Henri Tajfel and John Turner in the late 1970s, Social Identity Theory explains how individuals define themselves in terms of group memberships and how this influences their behaviour towards in-group (their own group) and out-group (other groups) members. According to Tajfel and Turner, a person’s self-concept has a significant social component: people derive pride, self-esteem and norms from the groups to which they belong. Key concepts include: In-group vs. Out-group: People categorise themselves and others into groups, leading to in-group favouritism and sometimes out-group discrimination. For example, employees in one department may develop a strong in-group identity, subtly competing with other departments. Social Categorisation and Comparison: Individuals strive for a positive social identity by comparing their group favourably against others. If an in-group’s status is low, member...

Impact on Society, Governance, Innovation and  Conclusion The theories and instances of collective performance discussed in this series of article have implications for how societies function and progress: Driving Societal Developments Many significant societal changes and innovations are the product of effective collective action. Social movements that expanded rights and freedoms (labour rights, civil rights, women’s suffrage, decolonisation) succeeded through the performance of solidarity and shared belief in change. Had those groups not mastered collective organisation and motivation, our social landscape would be very different. In everyday society, collective efficacy in neighbourhoods can improve safety and well-being, demonstrating how local collective performance (neighbours cooperating) scales up to societal quality of life. In addition, the general shift from hierarchical, individualistic paradigms to collaborative ones in the workplace has made society more participa...

Applications in Historical Contexts Industrial Organisations and Workplaces From the factory floors of the early 20th century to the tech campuses of today, theories of collective performance have been applied to improve organisational outcomes. Scientific Management vs. Human Relations: In the early 1900s, Frederick Taylor’s scientific management mostly treated workers as individual units but by the 1920s-30s, the importance of groups emerged. The Hawthorne Studies (1924–1932) at Western Electric’s Hawthorne plant famously showed that workers are influenced by social factors and attention (the “Hawthorne effect”). When researchers observed workers or changed conditions, productivity often improved not because of the physical changes but because the workers felt watched and valued. More importantly, these studies found that informal workgroup norms heavily influenced individual performance – for instance, groups might set an unofficial “fair day’s work” rate and subtly enforce it am...

Introduction Collective performance refers to how groups act and achieve outcomes together, as opposed to individual performance. Across academic disciplines, scholars have developed theories to explain what makes groups effective, how group identity forms and how collective action influences society. This article provides a historical overview of collective performance theories across sociology, psychology organisational behaviour, theatre studies and political science. It covers key theoretical frameworks – including social identity theory, team effectiveness models, dramaturgical analysis and collective efficacy theory – and examines their applications in different historical contexts (industrial organisations, artistic performances, social movements, sports teams and governance). Historical case studies from a range of cultures, illustrate how these theories play out in practice. Finally, the analysis shows how collective performance has shaped societal development, governance an...