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A framework for business analytics in performance management

Marten Schläfke (Chair of Controlling/Performance Management, University of St. Gallen, St. Gallen, Switzerland)
Riccardo Silvi (Faculty of Economics, University of Bologna, Forli, Italy)
Klaus Möller (Chair of Controlling/Performance Management, University of St. Gallen, St. Gallen, Swizterland)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 1 January 2013

14551

Abstract

Purpose

Increased business competition requires even more rapid and sophisticated information and data analysis. These requirements challenge performance management to effectively support the decision making process. Business analytics is an emerging field that can potentially extend the domain of performance management to provide an improved understanding of business dynamics and lead to a better decision making. The purpose of this positional paper is to introduce performance management analytics as a potential extension of performance management research and practice. The paper clarifies the possible application areas of business analytics and their advantages within the context of performance management.

Design/methodology/approach

The paper employs a literature based analysis and from this a conceptual argument is established. Finally, a business analytical model is presented to be used to undertake future research.

Findings

The paper clarifies the possible application areas of business analytics and their advantages within the context of organizational performance management.

Originality/value

The main implication is that the paper provides evidence of the use of business analytics for understanding organizational performance. Several insights are provided for management accounting research and education.

Keywords

Citation

Schläfke, M., Silvi, R. and Möller, K. (2013), "A framework for business analytics in performance management", International Journal of Productivity and Performance Management, Vol. 62 No. 1, pp. 110-122. https://doi.org/10.1108/17410401311285327

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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