1,721,248 research outputs found
Towards a contingency approach to performance measurement: an empirical study in Scottish SMEs
Full text linkThe literature emphasizes the important role performance measurement systems (PMS) play in supporting organizational development in small and medium enterprises (SMEs). However, there are very few empirical and theoretical studies on the factors that influence performance measurement practices in SMEs. This paper aims to contribute to filling this gap using both theoretical and empirical approaches. A literature review and interviews were used to identify four key contingency factors for PMS in SMEs. A qualitative research design involving a multiple case study methodology was carried out to investigate how these factors influence performance measurement. The relationship between the contingency factors and performance measurement were formalized in four theoretical propositions. First corporate governance structure is one of the main factors influencing performance measurement adoption and use. Second, advanced information practices and advanced behaviours on the part of the people involved appear to be a necessary condition for the effective implementation and use of PMS in SMEs. Third, a change in a firm's business model seems to lead to the development of an improved PMS. Finally, the successful implementation of a PMS seems to be driven by an authoritative management style. Contingency factors were studied independently. Future research might investigate how these factors collectively influence performance measurement practices to make interdependence more explicit. The theoretical propositions provide useful knowledge for defining a methodology and managerial tool to support performance measurement in SMEs. This paper defines key contingency factors influencing performance measurement in SMEs; it contributes to clarifying how these factors could influence performance measurement practices in companies
Impact of visual performance management systems on the performance management practices of organisations
No full textThe purpose of this paper was to explore how visual strategy and performance management techniques impact performance measurement and management practices of organisations. A novel visual performance management approach is developed and implemented in qualitative case studies with seven manufacturing SMEs across Europe. The implementation cases demonstrate that visual management systems serve to support ongoing strategy development and implementation, facilitate performance measurement and review, enable people engagement, improve internal and external communication, enhance collaboration and integration, support the development of a continuous improvement culture and foster innovation. Additional explorative and longitudinal research is required to understand the long-term impact of such approaches in both small and larger organisations.</p
Performance measurement systems in SMEs : a review and a research agenda
No full textIn recent years, literature has identified the increasing complexity of small and medium-sized enterprises (SMEs) and highlighted their sensitivity to differences in managerial culture and management systems. Research has shown that performance measurement systems (PMSs) could play an important role in supporting managerial development in these companies. In this paper, the literature on performance measurement in manufacturing SMEs is reviewed and the diffusion, characteristics and determinants of performance measurement in SMEs are analysed. Shortcomings in the performance measurement systems are highlighted and the many factors that seem to constrain PMSs in manufacturing SMEs are defined, e.g. lack of financial and human resources, wrong perception of the benefits of PMS implementation, short-term strategic planning. Moreover, using dimensions defined according to the information found in the literature, two PMS models specifically developed for SMEs are compared with generic PMS models. The comparison points out an evolution in PMS models over time; in particular, the models developed in the last 20 years are more horizontal, process-oriented and focus on stakeholder needs. However, it is not clear whether these changes are due to the evolution of the generic models or an attempt to introduce models suited to the needs of SMEs. To clarify this matter and better to understand PMSs in SMEs, further theoretical and empirical studies are necessary. The main issues still requiring investigation are listed in a research agenda at the end of the paper
The new generation of human resources and performance management
No full textOver the last 15 years, human resource management literature has increased attention to the key practices able to support an effective improvement in managerial process. Particular relevance was recognized to Performance Measurement (PM) practices and Human Resources (HR). However, the relationship between these two research fields is still not clarified. To contribute to this research gap, the authors carry out an extensive literature review adopting qualitative and quantitative approaches. Using bibliometric techniques a systematic literature review is performed to analyse about 500 papers published from 2010 to 2015.
The paper identifies the main topics of interest affecting the relationship between Human Resources and Performance Management (i.e. feedback, perception, motivation, and sharing), a new HR-PM generation and a research agenda
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
Impact of the changing business environment on performance measurement and management practices
No full textWhile there is abundant literature in the field of performance measurement systems and performance management practices (PMM), there is little research into how the current highly volatile, uncertain and ambiguous operating environment are affecting the way organisations measure and manage performance. The literature suggests that business trends are indeed affecting the way organisations are managed in general, but their effect on PMM is rarely investigated. Thus, the purpose of this paper is to explore how current business trends are impacting PMM. A literature review reveals five business trends and develops an analytical framework based on organisational control theory. This framework is then used to explore the impact of these business trends through fine-grained case studies across four diverse organisations. Findings suggest that emerging technologies enable collaborative networks creating opportunities for co-creating value while, at the same time, fostering innovation. The findings are theorised using organisational control dimensions that lead to a number of propositions concerning: how the use and purpose of PMM is changing; how strategic objectives are expressed and deployed with particular differences in strategic and turbulent environments; changes in the focus and scope of how performance is measured and reviewed. The paper contributes to existing knowledge by explaining the changing nature of PMM from an organisational control perspective and also by presenting a framework to inform future studies investigating the impact of new business trends on PMM. The paper also reveals practical insights for improving performance measurement systems and performance management practices in organisations
An Empirical Evidence on Future of Performance Measurement & Management (PMM)
Full text linkAs we are moving into the 21st century, there is an increasing belief that rate of change in the world is set to increase further both in scope and magnitude coming from unexpected directions (e.g. Weick, 1995; Hammer, 2001; Kotter & Cohen, 2002). While the change is fuelled by rapidly developing technologies (such as ICT platforms), increasing globalization and dismantling of trade barriers, issues such as global warming, environmental considerations and the sustainability of our planet are becoming key concerns for everyone. Based on these emerging trends, Bititci et al. (2012) conducted a review identifying ten grand challenges for the future of performance measurement. However, from a practitioner point of view it is not clear how these trends impact on their PMM practices.
Hence, the overall aim of this paper is to empirically explore how the PMM practices of organisations responding these trends are being impacted. While our study was inspired by the challenges identified by Bititci et al (2012), the our purpose is to conduct an exploratory investigation from the context of emerging business trends. In this paper, we first review the emerging business trends from a performance measurement and management perspective and identify five significant trends for further exploration. These trends are: (1) collaboration and networks; (2) multicultural aspects; (3) servitization; (4) sustainability & CSR and (5) innovation and knowledge based workforce. We then outline our empirical method based on inductive case studies with four different organisatio
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
Manufacturing franchising and enterprise networks
No full textFranchising is predominantly used in the service industry where it is increasingly becoming a major player in the world economy. This paper presents work on a project researching how this success can be transferred to the manufacturing industry and the contribution it can make towards manufacturing competitiveness and business expansion. The paper presents a distinction between manufacturing franchising and other enterprise networks. This is followed by a discussion of how franchising can fit into a particular type of network. The conclusion summarises the key points of this discussio
Creating and Managing Value in Collaborative Networks
Full text linkThis is a theoretical paper that examines the interplay between individual and
collective capabilities and competencies and value transactions in collaborative
environments. The theory behind value creation is examined and two types of
value are identified, internal value (shareholder value) and external value
(value proposition). The literature on collaborative enterprises/network is also
examined with particular emphasis on supply chains, extended/virtual enterprises
and clusters as representatives of different forms and maturities of
collaboration. The interplay of value transactions and competencies and
capabilities are examined and discussed in detail. Finally, a model is presented
which consists of value transactions and a table that compares the
characteristics of different types of collaborative enterprises/networks. It is
proposed that this model presents a platform for further research to develop an
in-depth understanding into how value may be created and managed in
collaborative enterprises/networks
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