156 research outputs found
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
Performance 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
Performance measurement systems in SMEs : diffusion, characteristics and models
Full text linkThis paper discusses performance measurement systems in small and medium sized enterprises. It was presented at the annual conference of the British Association of Management in 2004
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
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
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
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
Understanding the relationship between PMS and MIS in SMEs : the key role of organizational development
No full textThis research aims to investigate the relationship between performance measurement system (PMS) and management information system (MIS) adopting a company life-cycle approach. The scope is to show if and how MIS influences PMS and vice versa. The investigation is carried out using the case study methodology in Italian and Scottish small and medium enterprises (SMEs). The empirical results are synthesized in two theoretical propositions. The first proposition underlines the presence of two circular relationships between PMS, MIS and organizational capability. The first relationship is that; PMS implementation and use promote development in organizational capability, and that improvements in organizational capability supports PMS implementation and use. The second relationship is that; advanced MIS create a favourable context for PMS implementation and use, and that PMS implementation and use encourages investments in MIS. The second proposition emphasizes that company maturity has a relevant impact on MIS and PMS development where mature organizations are able to recognize their needs and are able to design effective MIS responding to PMS requirements. On the other hand, in less mature organizations an external stimulus is essential for supporting MIS investment and PMS implementation and use
The implications of interrelationships for decision making processes in companies along the supply chain
No full textThis paper presents an adapted GRAI grid approach to modelling the decision making processes of vertically related firms in a business network. A framework for assessing case studies is used to model part of the supply chain in three different industries, and identify areas for improving the connectivity between the individual companies. The key factors affecting the effectiveness were found to be opacity of information concerning demand, and delays due to uncoordinated decision making processes in linked firms
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
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