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Performance Measurement (performance + measurement)
Terms modified by Performance Measurement Selected AbstractsBank and Business Performance MeasurementECONOMIC NOTES, Issue 2 2002Stuart M. Turnbull Given the objective of maximizing the wealth of existing shareholders, this paper discusses some of the issues that arise in attempting to measure the performance of individual businesses within a bank. The paper describes two return measures , return on assets within a business and the return on the ,equity' of an individual business , and discusses the appropriate bench,marks. The paper ends with a discussion of the cost of unused allocated capital and the appropriate performance metric. (J.E.L.: G30, G31). [source] Ambiguity in Performance Measurement: A Theoretical Approach to Organisational Uses of Performance MeasurementFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 3 2006Jarmo Vakkuri First page of article [source] Managerial Responses to Externally Imposed Performance Measurement in the NHS: An Institutional Theory PerspectiveFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2006Li-cheng Chang First page of article [source] Capital Allocation and Risk Performance Measurement In a Financial InstitutionFINANCIAL MARKETS, INSTITUTIONS & INSTRUMENTS, Issue 5 2000Stuart M. Turnbull This paper provides an analytical and practical framework, consistent with maximizing the wealth of existing shareholders, to address the following questions: What are the costs associated with economic capital? What is the tradeoff between the probability of default and the costs of economic capital? How do we take into account the time profile of economic capital when assessing the performance of a business? What is the appropriate measure of profitability, keeping the probability of default constant? It is shown that the capital budgeting decision depends not only on the covariance of the return of a project with the market portfolio, but also on the covariance with the bank's existing assets. This dependency arises from the simple fact that the economic capital is not additive. [source] Performance Measurement: Current Perspectives and Future ChallengesPERSONNEL PSYCHOLOGY, Issue 1 2007Article first published online: 22 FEB 200 First page of article [source] Determinants of Performance Measurement: An Investigation into the Decision to Conduct Citizen SurveysPUBLIC ADMINISTRATION REVIEW, Issue 5 2008Esteban G. Dalehite This article develops and tests a comprehensive framework explaining the decision to measure performance, specifically the decision of local governments to conduct citizen surveys. It is structured around a fundamental distinction between subjective performance measures obtained for use in decision making and those that are produced solely for their symbolic value. The author suggests that the field of public administration may be taking a simplified view concerning the promotion and adoption of citizen surveys, overlooking important aspects of the decision-making process of performance-oriented public managers and neglecting the impact of politics and symbols. Political rationality may undercut managerial rationality in the decision to adopt citizen surveys, and symbolic adoption may be the underlying cause of low levels of information use. This study identifies policies to increase adoption of citizen surveys but cautions that simply promoting the adoption of surveys as inherently good may be a naive and wasteful course of action. Practitioners who have already made the decision to measure subjective performance through citizen surveys, or are facing such a decision, can find in this analysis a structure to assess past decisions or guide future decisions. [source] Performance Measurement in U.S. Counties: Capacity for ReformPUBLIC ADMINISTRATION REVIEW, Issue 5 2000Evan Berman This study examines the capacity of U.S. counties to undertake performance measurement. Based on a national survey of counties with populations over 50,000, the authors address the following questions: To what extent do counties implement performance measurement? Which capacities must be present for different levels of implementation and success? What can counties do to increase their capacity for performance measurement? And, what is the effect of county structure and functions on the use of performance measurement? This study finds that the success of performance measurement is greatly affected by counties' underlying organizational capacities. [source] Effects of Outsourcing on Performance Measurement and Reporting: The Experience of Italian Local GovernmentsPUBLIC BUDGETING AND FINANCE, Issue 1 2008GIUSEPPE GROSSI Much has changed over the past few years regarding the financial and nonfinancial information Italian Local Governments (LGs) publish even as a consequence of the process of externalization of local public services. This paper is aimed at describing the causes and the effects of the administrative reform process that interested Italian LGs and at identifying the possible different dimensions of LG performance. In particular, this paper distinguishes among performance achieved by LGs strictu sensu (general performance), performance attained by the municipal group (group performance), and performance achieved by all other producers of local public services (global performance). The group and global dimensions of performance are briefly discussed, as well as the tools used to measure them. [source] Performance Measurement in State Budgeting: Advancement and Backsliding from 1990 to 1995PUBLIC BUDGETING AND FINANCE, Issue 1 2000Robert D. Lee Performance measurement has been one of the dominant themes of budget reform in the 1990s and has been prevalent in the mainstream of budgeting since the 1950s. Given the attention that performance measurement has had nationally, states might be expected to have made major strides in this arena in recent years. The article considers the current status of performance measurement practices, and identifies both advancement and backsliding made by states between 1990 and 1995. The discussion is based on data obtained from surveys of state budget offices in those two years. Indexes of performance measurement were constructed, and these became the bases of regression analyses using independent variables pertaining to state characteristics. Generally, these analyses were unsuccessful in explaining the variations among the states. The findings underscore the diversity among the states in their budgetary practices and the fact that budget reform, in the sense of increased use of performance measurement, is not necessarily achieved in a straight line of progression. The article considers possible explanations for the changes. [source] The UK Research Assessment Exercise: Performance Measurement and Resource AllocationAUSTRALIAN ACCOUNTING REVIEW, Issue 1 2010Jane Broadbent This paper is a personal reflection on the nature and implications of research assessment in the UK. It reflects on the extent to which the dual functions of performance measurement and resource allocation interact. It provides a description of the 2001 and 2008 Research Assessment Exercises (RAE) in the United Kingdom (UK). It also refers to the developments undertaken at the time of writing to develop the successor exercise , the Research Excellence Framework (REF). The paper illustrates the changes that have taken place over time in order to address perceived weaknesses in the structures of the RAE that have led to particular types of game playing. The RAE is a form of management control that has achieved its success by the alignment of individual and institutional interests. Success in the RAE produces both financial and reputational gains for Higher Educational Institutions (HEIs) that they are willing to pay for. Hence, the RAE has provided financial gains for academics who can deliver success. The peer-evaluation process in the UK research assessment is a key characteristic of the UK approach. While this is seen as expensive, it has maintained the legitimacy of the RAE. The accounting and finance academic community has engaged with the exercise and retained some control over the assessment process. A question is raised as to whether UK accounting and finance is likely to be subsumed in larger Business School submissions in the future. [source] Performance Measurement in the Public Sector: A Clarification and Agenda for ResearchAUSTRALIAN ACCOUNTING REVIEW, Issue 39 2006JOANNE M. LYE Despite the growing significance of performance measurement systems, theoretical evidence suggests that unique and complex characteristics in the public sector prevent performance measures being used for internal managerial purposes. A paucity of empirical studies suggests a need to shift the research agenda to interpretive methods to understand how the measures are used in a public-sector entity. A field study approach employing grounded theory is advocated to connect what is happening in practice with scholarly work. [source] Performance measurement in mental health care: present situation and future possibilitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2010Irma J. Baars Abstract This paper describes performance measurement and its indicators for mental health care services. Performance measurement can serve several goals such as accountability, quality improvement and performance management. For all three purposes structure, process and outcome indicators should be measured. Literature was retrieved from Medline and PsychInfo in order to see which performance indicators were used for the three purposes of performance measurement in mental health care. The indicators were classified in structure, process and outcome indicators. The results show no big differences in the indicators used among studies. Performance management is the performance measurement purpose most referred to, followed by accountability, and quality improvement. Outcome and process indicators are used most, structure indicators are in the minority. Several levels of measurement, that is national or service level, came forward in the literature review. To overcome misinterpretation of data and to be able to improve quality and manage performances, performance indicator sets should refer to structure, process and outcome. Indicators should be chosen carefully with the aim of the measurement taken into mind. Based on this review, a conceptual framework is presented to support managers in their decisions about which indictors can best be used for performance measurement. Additionally, a model that provides an understanding of the use of information gained by performance measurement is given. Copyright © 2009 John Wiley & Sons, Ltd. [source] Performance measurement in industrial R&DINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2000Inge Kerssens-van Drongelen Currently, the need for R&D performance measurements that are both practically useful and theoretically sound seems to be generally acknowledged; indeed, the rising cost of R&D, greater emphasis on value management and a trend towards decentralization are escalating the need for ways of evaluating the contribution of R&D to corporate performance. However, although recent research and writing on the subject shows that the challenge of developing such sound measurements has been taken up by many academics and organizations, it is also clear that there is no generally applicable approach. In this review, we consider various approaches for measuring the performance in industrial R&D and identify their key characteristics. We also include a brief summary of the ,history' of performance measurement in R&D, which shows that although there are some new ways of looking at the issue there are many examples from the past that can contribute to our current thinking. The approaches found in the literature and practice are very varied in their application, some being more suitable for the project level, others for the R&D department, and some for the development process or for the organization as a whole. Furthermore, the uses of the approaches tend to be different. For example, some approaches are intended to justify the continuation of investment in R&D to upper management, whilst others are more suited to support learning and self-correction by empowered R&D teams. In this paper these uses, or ,functions', of performance measurement and a taxonomy of typical subjects of measurement in R&D environments are explored. Finally, we conclude the review with a discussion of some limitations of the growing literature on R&D performance measurement. [source] Performance measurement: a critical analysis of the literature with respect to total quality managementINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2000David Sinclair This paper represents a comprehensive review of the literature on performance measurement. The roadmap used for this analysis is from the evolution of performance measurement, to the way it is currently defined and how it is applied from a corporate-wide perspective. One useful contribution of this review is a special focus on performance measurement in a non-financial, non-traditional sense. This discussion was further amplified by referring to newly developed tools and techniques and by highlighting critical factors of success in the application of performance measurement. The key factors from this literature review reveal that, although interest in the area of measurement is growing significantly, this is not reflected by the tangible and credible experiences in the organizations concerned. There is a concurrent view amongst various writers that there are both hard and soft issues reflecting, for instance, the lack of strategic thinking and goal clarity, putting measurement systems in the driving seat and therefore trusting unreliable designs and not focusing on the true ethos of modern measurement towards continuous improvement and thereby not engaging employees and neglecting the culture change aspects. The paper concludes by highlighting the dearth in research in the important field of performance measurement and, in particular, the design and implementation of performance measurement systems that cover all the essential aspects through an integrated perspective. [source] Corporate Portfolio Management RoundtableJOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2008Article first published online: 16 JUL 200 The dean of a top ten business school, the chair of a large investment management firm, two corporate M&A leaders, a CFO, a leading M&A investment banker, and a corporate finance advisor discuss the following questions: ,What are today's best practices in corporate portfolio management? What roles should be played by boards, senior managers, and business unit leaders? ,What are the typical barriers to successful implementation and how can they be overcome? ,Should portfolio management be linked to financial policies such as decisions on capital structure, dividends, and share repurchase? ,How should all of the above be disclosed to the investor community? After acknowledging the considerable challenges to optimal portfolio management in public companies, the panelists offer suggestions that include: ,Companies should establish an independent group that functions like a "SWAT team" to support portfolio management. Such groups would be given access to (or produce themselves) business-unit level data on economic returns and capital employed, and develop an "outside-in" view of each business's standalone valuation. ,Boards should consider using their annual strategy "off-sites" to explore all possible alternatives for driving share-holder value, including organic growth, divestitures and acquisitions, as well as changes in dividends, share repurchases, and capital structure. ,Performance measurement and compensation frameworks need to be revamped to encourage line managers to think more like investors, not only seeking value-creating growth but also making divestitures at the right time. CEOs and CFOs should take the lead in developing a shared value creation model that clearly articulates how capital will be allocated. [source] Performance Measurement in State Budgeting: Advancement and Backsliding from 1990 to 1995PUBLIC BUDGETING AND FINANCE, Issue 1 2000Robert D. Lee Performance measurement has been one of the dominant themes of budget reform in the 1990s and has been prevalent in the mainstream of budgeting since the 1950s. Given the attention that performance measurement has had nationally, states might be expected to have made major strides in this arena in recent years. The article considers the current status of performance measurement practices, and identifies both advancement and backsliding made by states between 1990 and 1995. The discussion is based on data obtained from surveys of state budget offices in those two years. Indexes of performance measurement were constructed, and these became the bases of regression analyses using independent variables pertaining to state characteristics. Generally, these analyses were unsuccessful in explaining the variations among the states. The findings underscore the diversity among the states in their budgetary practices and the fact that budget reform, in the sense of increased use of performance measurement, is not necessarily achieved in a straight line of progression. The article considers possible explanations for the changes. [source] Implementing a strategy-driven performance measurement system for an applied research groupTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2002Christoph H. Loch Although most companies recognize the importance of R&D for future competitiveness, they often struggle to assess its contribution to the organization. Performance measurement in R&D is particularly difficult because (1) effort levels may not be observable, (2) project success is uncertain, influenced by uncontrollable factors, and (3) success can be assessed only after long delays, or it accrues to other units of the organization. Based on existing literature on the problem, we developed a performance measurement system for the process technology research group of an industrial company. This measurement system systematically supported the business strategy. Moreover, the measures were adjusted for different project profiles: short-versus long term, hardware versus software, routine support services versus breakthrough ideas and knowledge development. The contribution of this article is a description of the process of developing and implementing a comprehensive performance measurement system in a company, based on previous performance management research, and supporting the company's strategy. It is noteworthy that the system was implemented in a research group (as opposed to development), where the measurement problems are the most severe. [source] Comparison of c-space and p-space particle tracing schemes on high-performance computers: accuracy and performanceINTERNATIONAL JOURNAL FOR NUMERICAL METHODS IN FLUIDS, Issue 4 2002F. Schäfer Abstract The present paper presents a comparison of four different particle tracing schemes which were integrated into a parallel multiblock flow simulation program within the frame of a co-visualization approach. One p-space and three different c-space particle tracing schemes are described in detail. With respect to application on high-performance computers, parallelization and vectorization of the particle tracing schemes are discussed. The accuracy and the performance of the particle tracing schemes are analyzed extensively on the basis of several test cases. The accuracy with respect to an analytically prescribed and a numerically calculated velocity field is investigated, the latter in order to take the contribution of the flow solver's error to the overall error of the particle traces into account. Performance measurements on both scalar and vector computers are discussed. With respect to practical CFD applications and the required performance especially on vector computers, a newly developed, improved c-space scheme is shown to be comparable to or better than the investigated p-space scheme. According to accuracy the new c-space scheme is considerably more advantageous than traditional c-space methods. Finally, an application to a direct numerical simulation of a turbulent channel flow is presented. Copyright © 2002 John Wiley & Sons, Ltd. [source] SCALEA: a performance analysis tool for parallel programsCONCURRENCY AND COMPUTATION: PRACTICE & EXPERIENCE, Issue 11-12 2003Hong-Linh Truong Abstract Many existing performance analysis tools lack the flexibility to control instrumentation and performance measurement for code regions and performance metrics of interest. Performance analysis is commonly restricted to single experiments. In this paper we present SCALEA, which is a performance instrumentation, measurement, analysis, and visualization tool for parallel programs that supports post-mortem performance analysis. SCALEA currently focuses on performance analysis for OpenMP, MPI, HPF, and mixed parallel programs. It computes a variety of performance metrics based on a novel classification of overhead. SCALEA also supports multi-experiment performance analysis that allows one to compare and to evaluate the performance outcome of several experiments. A highly flexible instrumentation and measurement system is provided which can be controlled by command-line options and program directives. SCALEA can be interfaced by external tools through the provision of a full Fortran90 OpenMP/MPI/HPF frontend that allows one to instrument an abstract syntax tree at a very high-level with C-function calls and to generate source code. A graphical user interface is provided to view a large variety of performance metrics at the level of arbitrary code regions, threads, processes, and computational nodes for single- and multi-experiment performance analysis. Copyright © 2003 John Wiley & Sons, Ltd. [source] Private Predecision Information, Performance Measure Congruity, and the Value of Delegation,CONTEMPORARY ACCOUNTING RESEARCH, Issue 4 2000ROBERT M. BUSHMAN Abstract We use a linear contracting framework to study how the relation between performance measures used in an agent's incentive contract and the agent's private predecision information affects the value of delegating decision rights to the agent. The analysis relies on the idea that available performance measures are often imperfect representations of the economic consequences of managerial actions and decisions, and this, along with gaming possibilities provided to the agent by access to private predecision information, may overwhelm any benefits associated with delegation. Our analytical framework allows us to derive intuitive conditions under which delegation does and does not have value, and to provide new insights into the linkage between imperfections in performance measurement and agency costs. [source] Using Buyer,Supplier Performance Frontiers to Manage Relationship Performance,DECISION SCIENCES, Issue 1 2009Anthony D. Ross ABSTRACT This article presents a consensus-building methodology to implement dyadic performance measurement. It focuses on transmuting supplier performance and buyer performance metrics on several important attributes into actionable relationship management plans using Clark's (1996) theory of performance frontiers. Access to the supplier performance management program of a Fortune 100 corporation was granted to the research team. Direct observation of practice and in-depth discussions with several managers provided a roadmap for investigating both the literature on quantitative evaluation methods and the empirically derived theory on buyer,supplier relationships from several perspectives. This study describes a multiphase, iterative framework that uses current methods and theory on dyadic buyer,supplier evaluation to consider: (i) evaluation criteria and their importance; (ii) whether the improvement focus should be on strengths, weaknesses, or both; and (iii) whether the referent role supplier should be the ideal supplier, best supplier, or best-in-strategic-group supplier in the focal supply base. We illustrate a unifying approach by reporting results from a large buyer and 35 of its key suppliers. This research makes the case for managing supplier relationships through the dyadic performance lens. The outputs from this framework provide individual supplier improvement paths which are actionable prescriptions for each buyer,supplier dyad, as well as recommendations for strategic group formation. [source] A survey into the use of derivatives by large non-financial firms operating in BelgiumEUROPEAN FINANCIAL MANAGEMENT, Issue 3 2000Marc J. K. De Ceuster Empirical evidence on the use of derivatives for risk management on the European continent is virtually non-existent. To fill this gap, our survey documents the usage of derivatives by non-financial large firms operating in Belgium. This paper provides descriptive evidence with respect to several questions that are raised in the literature. Why do firms hedge? Which financial risks are being managed? How widespread is the use of derivatives? Which derivatives are used for which purposes? How is a risk management policy implemented? How are performance measurement and reporting structured? [source] EXPLAINING THE UTILIZATION OF RELATIVE PERFORMANCE EVALUATION IN LOCAL GOVERNMENT: A MULTI-THEORETICAL STUDY USING DATA FROM SWEDENFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 2 2009Tobias Johansson One of the more lasting imprints that New Public Management (NPM) has made in the public sector is an increase in the popularity of performance measurement. In Sweden, performance measurement has gained popularity in the public sector, not least at the local government level with the use of relative performance evaluation (RPE). Because utilization of RPE is a decentralized and optional mode of governance, a somewhat heterogeneous practice has evolved. The aim of this paper is to examine the causes of this differentiated practice. We jointly examine economic, political and institutional/cultural explanations in order to account for the utilization of RPE. The empirical material consists of archival data and a questionnaire sent to all Swedish municipalities in late 2005. We show that RPE adoption and use partly has different antecedents and that the institutional/cultural perspective appears to have greater explanatory power than economic and political, not least as a consequence of the potential to explain decoupling and the importance of change facilitating capabilities. The investigation contributes specifically to the literature on the utilization of RPE in local governments and more generally to the literature on why and to what extent management accounting practices are utilized. [source] MANAGEMENT ACCOUNTING CHANGE AND NEW PUBLIC MANAGEMENT IN LOCAL GOVERNMENT: A REASSESSMENT OF AMBITIONS AND RESULTS , AN INSTITUTIONALIST APPROACH TO ACCOUNTING CHANGE IN THE DUTCH PUBLIC SECTORFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 3 2008Henk J. Ter Bogt Dutch municipalities and provinces, denoted here as local government, have seen a succession of changes in their management accounting systems and have also introduced other changes related to New Public Management (NPM) in the last twenty years. This paper examines accounting changes, such as the introduction of accrual accounting, output and outcome budgets and performance measurement, from an institutionalist point of view. The paper presents experiences of 23 politicians and professional managers with the various changes over a period of fifteen to twenty years. The interviewees, just like various researchers in the field of NPM, were critical of the accounting changes and their effects. However, several of them also made clear that, seen over the long run, the changes did have some effects that they liked and seem to be in line with the ,ideals' presented in NPM literature. The paper suggests that an institutionalist perspective is helpful for studying change processes in organizations and for observing factors and developments that might not be noticed when a more functional and short-term perspective is adopted. [source] How a leading medical lab accrediting organization has achieved breakthrough improvement with transformational leadershipGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2010Tammy Roberts COLA, a leading clinical laboratory accreditation organization, faced a rapidly contracting market and worsening financial performance but was paralyzed by outmoded systems and a vision and mind-set hamstrung by attachments to past success. In an eight-year journey, leaders and staff learned to create transformative change in themselves and on key organizational fronts, subsequently generating breakthrough improvements in performance that have set COLA on a new path to success. The authors discuss the key cornerstones of transformational change; a model of transformational leadership; and the transformation cycle COLA used to integrate these with strategic/business planning, execution, and performance monitoring. They also describe COLA's key initiatives,including governance, leadership and culture, performance measurement, sales and marketing, research and development process, and IT,and present evidence of a robust business and organizational transformation at COLA. © 2010 Wiley Periodicals, Inc. [source] Negotiating and managing partnership in primary careHEALTH & SOCIAL CARE IN THE COMMUNITY, Issue 5 2001Julie Charlesworth Abstract In the UK public service organisations are increasingly working together in new partnerships, networks and alliances, largely stimulated by government legislation, which aims to encourage ,joined-up' policy-making. This is particularly prevalent in health-care where local government, health authorities and trusts, voluntary and community groups are extending existing, and developing new, forms of partnership, particularly around Health Improvement Programmes and new primary care organisations. This paper explores two main aspects of how these new interorganisational relationships are being developed and managed and is based on research conducted in one case study locality. First, the new structures of partnership in primary care are mapped out, together with discussion on why these particular patterns of relationship between statutory and voluntary sector organisations have emerged, exploring both centrally and locally determined influences. Secondly, the paper explores the tensions associated with working within new policy-making and management structures, and how the additional demands of audit, performance measurement and the sheer pace of change, pose a potential threat to the partnership process. [source] Commentary: Research Productivity Measurement and the Field of Academic Accounting,ACCOUNTING PERSPECTIVES, Issue 2 2003JEFFERY EVERETT ABSTRACT The previous issue of Canadian Accounting Perspectives contained three studies that examined various aspects of performance measurement in universities. In this issue, we step back from the acts of performance measurement and disclosure to consider the context within which the demand for increased performance measurement has arisen. The current commentary considers the use of research productivity measures in the field of academic accounting and why the use of these measures is drawing such an equivocal response from academics in the field. Starting from three theoretical perspectives, we consider the use, response, and consequences associated with research productivity measurement. [source] Performance measurement in mental health care: present situation and future possibilitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2010Irma J. Baars Abstract This paper describes performance measurement and its indicators for mental health care services. Performance measurement can serve several goals such as accountability, quality improvement and performance management. For all three purposes structure, process and outcome indicators should be measured. Literature was retrieved from Medline and PsychInfo in order to see which performance indicators were used for the three purposes of performance measurement in mental health care. The indicators were classified in structure, process and outcome indicators. The results show no big differences in the indicators used among studies. Performance management is the performance measurement purpose most referred to, followed by accountability, and quality improvement. Outcome and process indicators are used most, structure indicators are in the minority. Several levels of measurement, that is national or service level, came forward in the literature review. To overcome misinterpretation of data and to be able to improve quality and manage performances, performance indicator sets should refer to structure, process and outcome. Indicators should be chosen carefully with the aim of the measurement taken into mind. Based on this review, a conceptual framework is presented to support managers in their decisions about which indictors can best be used for performance measurement. Additionally, a model that provides an understanding of the use of information gained by performance measurement is given. Copyright © 2009 John Wiley & Sons, Ltd. [source] Performance measurement systems in SMEs: A review for a research agendaINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2005Patrizia Garengo In 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. [source] A performance measurement paradigm for integrating strategy formulation: A review of systems and frameworksINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2005Kit Fai Pun Measuring organizational performance plays a very important part in translating corporate strategy into results. Various emerging (non-traditional) performance systems have recently been devised to aid firms in selecting and implementing measures. This paper discusses the strategy/measurement initiatives and compares ten emerging performance measurement systems with respect to a list of performance dimensions, the characteristics of performance measures, and the requirements of development process. Although these systems have constraints borne with their own application domains, they stand by themselves empirically and/or theoretically, and provide guidance about what to measure and how to design performance measures that could be linked to the corporate strategy and objectives of an organization. This paper concludes that there is a need to develop a paradigm for integrating strategy formulation and performance measurement in organizations. [source] | |||||||||||||||||||||||||||||||||||||||||||