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Performance measurement and strategic change

Charles E. O’Mara (University of Western Sydney, Macarthur, Campbeltown, Australia)
Paul W. Hyland (University of Western Sydney, Macarthur, Campbeltown, Australia)
Ross L. Chapman (University of Western Sydney, Macarthur, Campbeltown, Australia)

Managing Service Quality: An International Journal

ISSN: 0960-4529

Article publication date: 1 June 1998

4742

Abstract

Performance measurement systems not only provide the data necessary for managers to control business activity, they also influence the behavior and decisions of managers. This being the case, a restrictive set of financial performance measures may adversely impact on an organization’s long‐term viability, so organizations should develop a broad range of performance measures. Berliner and Brimson state that “performance measurement is a key factor in ensuring the successful implementation of a company’s strategy”. Thus when organizations implement new strategies they should ensure that the appropriate set of performance measures are in place. In this paper we look at two case studies conducted in a medium‐sized manufacturing firm and a large manufacturing firm, and evaluate the managers’ perceptions of the strategy/performance measurement relationship, and the responsiveness of performance measures to changes in strategy.

Keywords

Citation

O’Mara, C.E., Hyland, P.W. and Chapman, R.L. (1998), "Performance measurement and strategic change", Managing Service Quality: An International Journal, Vol. 8 No. 3, pp. 178-182. https://doi.org/10.1108/09604529810215657

Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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