Dynamics of strategic interventions with firm’s performance

Neetu Yadav (Shaheed Sukhdev College of Business Studies, University of Delhi, New Delhi, India)
Paolo Taticchi (Royal Docks Business School, University of East London, London, UK)
- Sushil (Department of Management Studies, Indian Institute of Technology, Delhi, India)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Publication date: 8 June 2015



The purpose of this paper is to explore the relationships between strategic interventions with firm’s performance using flexible strategy game-card (FSGC) approach in the context of one of the Indian telecom service providers.


The paper adopts the case research methodology and follows the seven-step mechanism of implementing FSGC for designing performance management system (PMS) for case company.


The paper adopts an evolving performance management framework for development of PMS in the context of Indian enterprise, where there is limited work done in this field. It showcases identification of strategic factors from enterprise perspective, and subscribers’ perspective; defining measures, targets, strategic directions; alignment of strategic actions with strategic directions; executing strategic actions; and review and feedback, thus, the process of PMS development covers the entire cycle of strategy formulation and implementation.

Research limitations/implications

The findings of case analysis is limited to the context of the study, which cannot be generalized, but the mechanism of PMS development can be taken as an exemplary for development of FSGC in the context of any enterprise.


The paper makes a contribution to the body of knowledge of performance measurement and management in terms showing its linkages with strategic interventions, and thus it leads to develop an effective PMS. The case illustration in context of the Indian enterprise makes a sectoral contribution.



Yadav, N., Taticchi, P. and Sushil, -. (2015), "Dynamics of strategic interventions with firm’s performance", International Journal of Productivity and Performance Management, Vol. 64 No. 5, pp. 640-656. https://doi.org/10.1108/IJPPM-04-2014-0058

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