1,721,031 research outputs found
Performance Management in Innovative SMEs: the Key Role of the Social Media
Full text linkRecent research outline the relevant impact of new global trends in performance measurement and the poor adoption of performance measurement practices able to face the new organizational environment, particularly in manufacturing small and medium enterprises. Few leading SMEs are introducing innovative practices, but they are still few unstructured and unawareness experiences. The literature highlights the need for identifying innovative PM model able to guide these organizations in facing the new competitive context.
In order to contribute to this gap, this research aims to identify the key factors affecting performance management in innovative SMEs. To carry out this investigation, we adopt a qualitative research methodology based on action research The empirical evidence highlights the huge influence of the change generation, organizational learning and social system in performance measurement practices. Moreover, it emerge clearly the key role of social media and the relevance of connective network, rather than repetitive network to increase the effectiveness of performance management
Human resource performance management in Multi-National Companies: a cross case analysis of leading organization.
No full textHuman resource competencies are often investigated focusing on traditional knowledge, skills, and abilities without considering their capability to answer to the need of a specific business context. Empirical literature largely investigates individual competences but few studies support the understanding of the transformation from individual to firm specific competencies.
In order to fill the above research gap, the paper firstly analyses the main context specific competencies usually required by Multi-National Companies (MNCs) to face the current competitive environment, then it identity some key measurements supporting effective performance management.
The paper reviews the HR literature and investigate HR practices in 50 MNCs.
The results highlight the importance of professional and social competencies and suggest an innovative way to measure this transformation
Performance Measurement and Management practices in SMEs: the key role of HRM
No full textLa tesi studia le pratiche di Performance Measurement and Management (PMM) dando particolare attenzione al collegamento tra le pratiche di PMM e la Human Resource Management (HRM). La letteratura descrive la HRM come uno dei fattori più significativi che contribuisce al successo delle pratiche di PMM. Infatti, queste pratiche agiscono sul coinvolgimento delle dipendenti e, successivamente, sulle prestazioni organizzative. Così, una efficiente ed efficace misurazione e gestione delle prestazioni richiede un'attenta considerazione della gestione delle risorse umane (Bititci 2015). Tuttavia, sebbene il collegamento tra PMM e HRM è riconosciuto essenziale per un efficace design e implementazione delle pratiche di performance measurement and management, la letteratura sul tema non ha ancora sviluppato un approccio olistico basato su entrambe le discipline.
La tesi analizza gli studi proposti dai due filoni di ricerca adottando un approccio sistematico qualitativo e quantitativo. Grazie a tale revisione della letteratura, vengono identificati i principali “research gaps”: la mancanza di un framework con le principali pratiche di PMM emergenti dal collegamento tra i due filoni di studio caratterizzanti PMM e HRM e l’assenza dei trend evolutivi di queste pratiche nelle Piccole e Medie Imprese (PMI) manifatturiere.
Al fine di contribuire ai “research gaps” sopraindicati, la tesi studia la relazione tra le letterature di PMM e HRM identificando un framework con le principali pratiche di PMM. Successivamente, un’approfondita analisi empirica analizza le pratiche emerse dalla letteratura in un gruppo significativo di PMI innovative.
Lo scopo delle tesi, quindi, è di migliorare la conoscenza riguardante il collegamento tra la Performance Measurement and Management e la gestione delle risorse umane nelle pratiche di misurazione e gestione delle prestazioni.
La tesi è organizzata in 5 fasi.
La prima fase fornisce una preliminare comprensione della relazione tra le due discipline attraverso un’analisi quantitativa della letteratura (Capitolo 4). Essa analizza il trend delle pubblicazioni scientifiche, la struttura e l’evoluzione del collegamento tra le letterature della PMM e della HRM. I risultati della prima fase mostrano una relazione sempre più importante. Infatti, negli ultimi 10 anni questa letteratura ha visto crescere il numero di articoli (+220%), le citazioni (+540%) e i paesi interessati all’argomento.
La seconda fase identifica le principali pratiche di performance measurement and management presenti nell’intersezione tra le due letterature attraverso una revisione qualitativa (Capitolo 4). Essa mette luce un nuovo “conceptual framework” basato sulle pratiche di PMM emerse dalla revisione delle due letterature. Inoltre, questa fase identifica l’evoluzione di queste pratiche all’interno della letteratura analizzata.
La terza fase analizza una piccola e media impresa innovativa attraverso uno caso studio longitudinale (Capitolo 5). I risultati di questa analisi mostrano che l’azienda ha progressivamente aumentato l’uso delle pratiche di PMM identificate durante la revisione della letteratura. Inoltre, l’azienda mostra una gestione delle prestazioni basata su una condivisione informale degli indicatori di prestazione, supportata dall’uso di nuove tecnologie.
La quarta fase studia tre PMI con avanzate pratiche di PMM (Capitolo 6). Come il precedente caso studio, le aziende mostrano un incremento rilevante dell’adozione delle pratiche di PMM evidenziate dalla revisione della letteratura.
Concludendo, il principale contributo accademico è l’identificazione di un “conceptual framework” utile ad identificare l’evoluzione delle pratiche di performance measurement and management. Il principale contributo alle aziende è la definizione di innovative pratiche di misurazione e gestione delle prestazioni utili a piccole e medie imprese
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
How decision making in Industry 4.0 environment is changing the management of human resources: an empirical study on manufacturing companies.
No full textSocial media and decision making process in SMEs: empirical studies of leading organizations.
No full textDecision making and national culture: an empirical study of Italian, Indian and Moroccan SMEs.
No full textAn 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
The Evolution of Balanced Scorecard in Healthcare: A Systematic Review of Its Design, Implementation, Use, and Review
Full text linkDuring the last few years, the interest in performance measurement increased within the healthcare sector. Due to the COVID-19 pandemic, healthcare systems needed to boost performance measurement systems to become more resilient and improve their capability in monitoring key performance indicators. Since the 1990s, the Balanced Scorecard (BSC) model has been widely used among private and public organizations as it is the most adopted model to measure performance. The current paper aims at understanding the evolution of BSC in healthcare. The systematic literature review has been carried out by searching keywords according to PRISMA guidelines. By analyzing papers through one classification of BSC adoption phases, the results reveal that studies focused mainly on the BSC design process, rather than BSC implementation, use, or review. However, there is no agreement about the perspectives to be adopted in healthcare. Concerning BSC implementation and use, on one side especially leadership, culture and communication enable the BSC implementation. On the other side, monitoring and strategic decision-making are the most widespread objectives for using BSC. Concerning BSC review, however, the paper highlights a need for additional research. Finally, the paper provides further research opportunities concerning the phases suitable for implementing a BSC in healthcare
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