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Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited
Article Type: Editorial From: Measuring Business Excellence, Volume 12, Issue 4
In this issue we have brought together a series of papers that address practical aspects of business performance measurement and management.
We start with Joseph Calandro, Scott Lane and Ranganna Dasari’s paper on developing a framework for risk-adjusting performance. The thorny issue of dealing with performance and risk simultaneously has been with us for some while and the authors present a practical approach, illustrated with case examples.
In our second paper Agustín Sánchez-Medina, Leonardo Romero-Quintero and Ángel Gutiérrez-Padrón develop a tool for the environmental management of a golf course. Environmental issues are coming much more to the fore in performance measurement and management, and although this may be a little specialised, the way they have addressed the issue should be of interest to other sectors.
Our third paper develops a business process approach to managing business performance. David Mackay, Umit Bititci, Catherine Maguire and Aylin Ates develop a model for managing a business from a detailed case study and present a series of perspectives that are sufficiently generic for them to be tested in other organisations.
In our next paper, Marie-Josée Roy reviews “Building board expertise through key supporting processes” from a North American perspective. Using disclosures in the corporate governance guidelines of 100 leading US companies, her study focuses on director nominations, director orientation and education programs, and board performance evaluations. The paper provides guidance for companies trying to improve their boardroom expertise.
In our fifth paper, Monica Sharma and Rambabu Kodali develop and present a framework to help provide guidance to an organisation in achieving manufacturing excellence in Indian industry. The approach still requires empirical testing but provides a useful summary and comparison with other competing frameworks.
Our final paper in this issue reflects on the developments of performance measurement practice over the last two decades. There are gaps between academia and practice, and in this paper I highlight some of the key issues for research as well as a plea for more collaborative research. Ideally, I would like to see more studies of a longitudinal nature so that we get to focus on some of the real issues in performance measurement over time, rather than simply on snapshot studies.