A comparative study of performance management paradigms of OKRs and KPIs

Yuyi Huang

doi:10.54097/czpe6381

Authors

Yuyi Huang

DOI:

https://doi.org/10.54097/czpe6381

Keywords:

OKRs and KPIs, management paradigms, differentiating roles, multi-level align-ment mechanisms, dynamic feedback loops

Abstract

As traditional KPIs struggle with short-term rigidity, organizations adopt OKRs for strategic agility, yet face implementation challenges including superficial goal alignment, employee stress from excessive transparency, and integration conflicts with existing metrics. Through literature analysis, this study reveals that OKRs' efficacy is undermined by ambiguous objectives, inadequate progress tracking, and cultural mismatches, while misaligned managerial support and hybrid tool misconceptions exacerbate operational friction. Critical organizational barriers—such as conflating OKRs' aspirational nature with KPIs' quantitative focus—hinder synergistic integration. The research proposes a three-pillar framework: differentiating roles (OKRs for vision-driven goals, KPIs for tactical benchmarks), establishing multi-level alignment mechanisms, and implementing dynamic feedback loops. Findings emphasize that context-driven integration, tailored to organizational maturity and cultural readiness, optimally balances innovation focus with performance accountability, ultimately enhancing adaptive competitiveness.

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References

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