This research was undertaken in the United States within two different regional airlines and examines the attitudes and behaviours of managers to operations performance measurement and review (PMR) systems during separate periods of crisis and growth. The aim and objectives were to examine whether managers would consciously adopt the necessary attitudes and behaviours that are required to positively interact with a PMR system and to further examine what these behaviours should be. A secondary aim was to understand whether the prevailing business state of crisis or growth affected the attitudes and behaviours of managers as they used the PMR system. The research spanned seven years and was conducted over four iterative cycles within an Action Research paradigm and used semi-structured interviews and repertory grids to examine individual personal construct systems. The research is essentially qualitative but draws on quantitative techniques where appropriate. The research has shown that people do not automatically adopt the behaviours necessary to achieve performance goals. Unless there is structure, support and an inherent commitment to training managers on how to, correctly, interpret operations performance data then there is likely to be an uncommitted and uninformed response to the PMR system. The research has confirmed that both business states of crisis and growth can have a positive impact on some people and encourage them to adopt performance-driven behaviour.\u