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The interplay between performance measurement, organizational culture and management styles

Umit S Bititci (Director of the Centre for Strategic Manufacturing and Professor of Technology and Enterprise Management at the University of Strathclyde, Glasgow.)
Kepa Mendibil (Kepa Mendibil has recently completed his PhD at the Centre for Strategic Manufacturing and is currently working as a Research Associate.)
Sai Nudurupati (Sai Nudurupati has recently completed his PhD at the Centre for Strategic Manufacturing and is currently working as a Research Associate.)
Trevor Turner (Senior Research Fellow at the Centre for Strategic Manufacturing at the University of Strathclyde, Glasgow.)
Patrizia Garengo (PhD student at the University of Padua in Italy and spent six months at the Centre for Strategic Manufacturing during 2003/2004.)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 September 2004

Abstract

It is generally agreed that businesses perform better if they are managed through formalised, balanced and integrated performance measures. Reports on some case studies which were part of a study to explore the dynamics and relationships between performance measurement, organizational culture and management styles. A key finding of the work is that organisational culture and management style seems to be interdependent throughout the lifecycle of the performance measurement system.

Keywords

Citation

Bititci, U.S., Mendibil, K., Nudurupati, S., Turner, T. and Garengo, P. (2004), "The interplay between performance measurement, organizational culture and management styles", Measuring Business Excellence, Vol. 8 No. 3, pp. 28-41. https://doi.org/10.1108/13683040410555591

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited