Asks why business performance measurement has become so topical, so recently. Argues that there are seven main reasons: the changing nature of work; increasing competition; specific improvement initiatives; national and international quality awards; changing organisational roles; changing external demands; and the power of information technology. Evidence to support this assertion is drawn from the academic and practitioner literatures, interviews and discussions with people specialising in the field and a broad review of the current state‐of‐the‐art in business performance measurement. Presents a framework onto which current research in business performance measurement can be mapped and identifies areas which require further work.
Neely, A. (1999), "The performance measurement revolution: why now and what next?", International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 205-228. https://doi.org/10.1108/01443579910247437Download as .RIS
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