56,009 research outputs found
Collaboration : a key competence for competing in the 21st century
No full textIt is now an accepted fact that in the 21st century competition will be between networks of organisations and individuals, which efficiently and effectively integrate their competencies and resources in order to compete in a global economy (Bititci et al, 2004). Similarly the SME'2000 conference, which was held in Bologna, concluded that 'SMEs belonging to networks are often more competitive and innovative than those operating in isolation. When working together, SMEs can increase their focus through specialisation in functions that are complementary within their networks'
Operationalising strategy through visual performance management techniques
No full textThe purpose of this paper is to explore how visual management techniques could be used to help organisations to develop and operationalise their strategies more effectively. A new visual performance management approach is proposed on the basis of literature review and action research in 13 manufacturing SMEs. The implementation cases demonstrates the effectiveness of the system in improving communication, establishing a common understanding of the company’s objectives, supporting strategy development and implementation, and building a continuous improvement culture
THE EVOLVING ROLE OF INFORMATION SPECIALIST IN BPR: A MULTIPLE CASE STUDY ANALYSIS
No full textThis paper aims to explore the changing role of the Information Specialist (ISp) in the implementation of business performance improvement through business process re-engineering (BPR) initiatives. The paper will begin by examining the evolution of BPR and the role of the ISp is a vital part of this. Through a literature review and case based empirical evidence, a conceptual framework is developed to appraise the role of the ISp
Editorial: Performance measurement and management in Industry 4.0: Where are we? What next?
Full text linkPerformance measurement : challenges for tomorrow
No full textThis paper demonstrates that the context within which performance measurement is used is changing. The key questions posed are: Is performance measurement ready for the emerging context? What are the gaps in our knowledge? and Which lines of enquiry do we need to pursue? A literature synthesis conducted by a team of multidisciplinary researchers charts the evolution of the performance-measurement literature and identifies that the literature largely follows the emerging business and global trends. The ensuing discussion introduces the currently emerging and predicted future trends and explores how current knowledge on performance measurement may deal with the emerging context. This results in identification of specific challenges for performance measurement within a holistic systems-based framework. The principle limitation of the paper is that it covers a broad literature base without in-depth analysis of a particular aspect of performance measurement. However, this weakness is also the strength of the paper. What is perhaps most significant is that there is a need for rethinking how we research the field of performance measurement by taking a holistic systems-based approach, recognizing the integrated and concurrent nature of challenges that the practitioners, and consequently the field, face
Measurement and management of competences by enterprise social networking
Full text linkPurpose Literature describes the transformation process of employees' individual competences into firm-specific competences as a great challenge in the performance management and management field. Recently, to favor the transformation of competences, some companies have adopted enterprise social networking (ESN). However, not enough studies support the understanding of its role in performance management and measurement and scant attention is given to the inclusion of competences in a holistic performance measurement and management system (PMMS). To help close this gap, the purpose of this paper is to develop knowledge on the role of ESN in measurement and management of competences to favor the development of a holistic PMMS. Design/methodology/approach The research adopts a multiple case study methodology using a qualitative meta-analysis. It investigates 32 multinational companies by case studies available in the scientific literature. Findings The results highlight the use of ESN as a relevant support for the development of a holistic PMMS based on a high maturity in performance measurement and a democratic and participative approach in performance management. ESN provides real-time data collection, analysis and reports that encourage a democratic and participative performance management. It facilitates relationships, knowledge sharing and favors a high maturity performance measurement. Originality/value The paper provides implications for theory, practice and society. First, the paper rationalizes the impact of ESN usage on performance measurement and management. Second, it offers new knowledge supporting practitioners in the development of holistic PMMS. Third, it highlights that ESN favors people in self-expression of own capacity, sharing artwork and knowledge on specific topics
Integrated performance measurement systems : implementation case studies
Full text linkIdentifying a relevant and simple set of performance measures is a common problem faced by most companies. This paper presents the work done at University of Strathclyde to address this issue. The Integrated Performance Measurement System Reference Model and the associated Audit Method is introduced. Their use is described through three case studie
The development of SME managerial practice for effective performance management
Full text linkPurpose – This paper aims to investigate the gap between theory and practice in performance management in small and medium-sized enterprises (SMEs) and analyse it in the light of specific SME characteristics and needs, to identify how SMEs can develop their managerial practice for effective performance management. Design/methodology/approach – The design of the study is based on literature review and multiple case studies. Combining both approaches and investigating a spectrum of 37 European SMEs through 232 semi-structured and face-to-face interviews with managers helped the authors to provide theoretical and empirical evidence to offer a more effective performance management process for SMEs. Findings – The paper found that SMEs engage with a four-stage performance management process, although there are some gaps between their practice and the complete process as recommended in literature. SMEs seem to be more focussed on internal and short-term planning, whereas they pay less attention to long-term planning. The main challenge for making performance management practice more effective lies in an appropriate, balanced use of strategic and operational practices and relevant measures. Therefore, managerial activities such as vision, mission and values development, internal and external communication, change management and horizon scanning represent recommended areas for improvement. Originality/value – The paper suggests a number of ways to improve the SME managerial practice to achieve a more balanced view of the whole performance process, which includes the mechanisms for the development and implementation of good practice in performance management
Value of maturity models in performance measurement
Full text linkOver the last 20 years, the field of performance measurement (PM) has evolved from measurement to management. Investigations demonstrated the relevance of PM in management of organisations’ results. Although maturity model concept was widely used, the value of maturity models in PM has not been purposefully investigated. To address this gap, this research formulated three research questions: (1) How do maturity models in the field of performance measurement and management (PM&M) add value in practice? (2) How do such maturity models compliment and/or replicate the value added by an expert? (3) How do maturity models contribute to the development of the organisation’s PM&M practices? Using a predefined research protocol, 12 European manufacturing organisations and independent experts were engaged in conducting two separate studies: (1) the experts conducted reviews with 12 companies using a standard business review format; (2) research team adopted one of the available maturity models and facilitated self-assessments with the management teams of the same 12 companies. Results from both the studies were compared and high levels of congruence were identified. The analysis demonstrates that the maturity models with certain characteristics, promote organisational learning as well as enabling efficient and effective assessment of the performance management practices of the organisations.</p
Maintaining reliability of business processes using active monitoring techniques
No full textThis paper introduces the concept of active monitoring of business processes to enable a business to continually satisfy key stakeholder requirements with fewer people. A case study is used to illustrate how a chemical company improved and maintained the reliability of key business processes by using active monitoring techniques
- …
