This paper reports on action based research interventions that developed a hierarchy of measures. The contributions lie in: the development of a model that links strategic objectives and operational measures; in the processes through which the model was developed and embedded; and in the way in which difficulties in implementation were overcome. The research was conducted in a major pharmaceutical business, with commitment from senior management, and the engagement of work teams in four different areas at different levels in the organization. The paper reports on the process and highlights a number of lessons learnt.
Sneyd, K.P. and Rowley, J. (2004), "Linking strategic objectives and operational performance: an action research‐based exploration", Measuring Business Excellence, Vol. 8 No. 3, pp. 42-51. https://doi.org/10.1108/13683040410555609
Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited