This paper is based on a real life example of a department in a county council in the UK in 2002. The paper uses this simple example to raise generic issues of process definition and performance measurement. It then uses these issues to clarify the challenges in implementing a balanced business scorecard.
Wilson, A. (2004), "How process defines performance management", International Journal of Productivity and Performance Management, Vol. 53 No. 3, pp. 261-267. https://doi.org/10.1108/17410400410523792Download as .RIS
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