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It is generally agreed that businesses perform better if they are managed through formalised, balanced and integrated performance measures. Reports on some case studies which were part of a study to explore the dynamics and relationships between performance measurement, organizational culture and management styles. A key finding of the work is that organisational culture and management style seems to be interdependent throughout the lifecycle of the performance measurement system.

The purpose of this paper is to highlight the factors that enable and/or constrain the design and implementation of team‐based performance measurement systems.

This research study departed from an industrially‐led project. The research strategies used (i.e. case studies, industrial workshops and action research) are suited to the applied and empirical nature of the study. The paper reviews the existing literature on team performance measurement. It then presents the findings based on a exploratory phase and a theory refinement phase.

The results of this study suggest that there are eleven factors affecting the design and implementation of TPMS. It also suggests that these factors are inter‐related with each other. As a result, the impact of one factor can reduce and even eliminate the impact of other factors.

There are two main limitations of this research. Firstly, carrying out more than one longitudinal study would increase the validity of the findings. Secondly, evidence was mainly gathered from companies from the manufacturing sector.

These findings provide senior managers, human resource specialists and team leaders with the foundations to create the right conditions to design and implement TPMS.

The main contribution this paper makes is that it highlights the factors affecting the design and implementation of measurement system in the context of teams. This research identifies three factors (i.e. team maturity, focus and content of appraisal and reward systems, business process view) that are specific to TPMS design and that have not been fully addressed by previous research.

Efficient teamwork has been shown to be a key element for improving business process performance and, as a consequence, organisational performance. As a result of this, improving management and measurement of team performance has captured the interest of many organisations intending to increase their competitiveness. This paper illustrates some of the research findings of an on‐going collaborative research project. It first introduces the idea behind a framework for managing process team performance and later compares this framework with the work that an EFQM winning organisation (2000 European Quality Award prize winner) carried out in order to re‐engineer its organisation towards a structure based on processes and teams.

Communication and Information Management (CIM) is crucial for any organisation and effectiveness of CIM can result in significant improvement to the bottom line and customer satisfaction. The purpose of this paper is to investigate and streamline the communication and information system within an “infrastructure support service” company using Six Sigma methodology.

The research involved a triangulation approach of case study and use of survey instrument to find a solution to the problem.

The paper highlights a significant concern with regard to CIM within all the business units of the group. The effectiveness of the present CIM system for the whole group is below industry average with regard to accuracy and timeliness of CIM, resulting in an inefficient management reporting system. Operating in a highly competitive and time‐bound environment, correct and real time reporting is paramount. The main reasons for the ineffectiveness of CIM across the group can be attributed to two main factors; data management and communication systems being used. The paper also illustrates an appreciation of the use of Six Sigma within a transactional environment.

This study is a novel application of Six Sigma methodology within the communication and information management system.

This paper reports on an industrially led research project, supported by the UK Engineering & Physical Sciences Research Council (EPSRC), which set out to tackle an increasingly pressing issue for organisations – how to measure and manage the performance of teams. In spite of the current interest in performance measurement and teamwork in industry, little evidence of team performance measurement systems (TPMS) was seen. Thus, started the authors’ journey into looking for a way to help companies to measure and manage team performance. The purpose of this paper is to take the reader through the investigations, with an emphasis on the analysis of current practice and research on TPMS. It describes a typology for TPMS design and identifies the gaps of current TPMS approaches. The paper concludes by claiming that a new approach to facilitate organisations design TPMS is required and by presenting a generic framework for TPMS.

The purpose of this research paper is to demonstrate how existing performance measurement may be adopted to measure and manage performance in extended enterprises.

The paper reviews the literature in performance measurement and extended enterprises. It explains the collaborative architecture of an extended enterprise and demonstrates this architecture through a case study. A model for measuring and managing performance in extended enterprises is developed using the case study.

The research found that due to structural differences between traditional and extended enterprises, the systems required to measure and manage the performance of extended enterprises, whilst being based upon existing performance measurement frameworks, would be structurally and operationally different. Based on this, a model for measuring and managing performance in extended enterprises is proposed which includes intrinsic and extrinsic inter‐enterprise coordinating measures.

There are two limitations this research. First, the evidence is based on a single case, thus further cases should be studied to establish the generalisibility of the presented results. Second, the practical limitations of the EE performance measurement model should be established through longitudinal action research.

In practice the model proposed requires collaborating organisations to be more open and share critical performance information with one another. This will require change in practices and attitudes.

The main contribution this paper makes is that it highlights the structural differences between traditional and collaborative enterprises and specifies performance measurement and management requirements of these collaborative organisations.

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas.

The related literature on performance measurement, management control systems and management information systems, in the context of organisational culture, is examined and a framework for mapping the interplay of the three areas is developed. The research is based around five case studies where performance measurement systems were implemented in action research programmes, using identical implementation methods, by the same research team. The use of the performance measurement systems was then observed over a period of time in relation to the implementation lifecycle, changes to management style and organisational structure over time. The dynamic relationships were then mapped using the framework developed. Patterns were observed, which led to new insights.

Organisational culture and management style seem to be interdependent throughout the lifecycle of the performance measurement system. That is, management styles need to evolve as the maturity of the performance measurement system and the organisational culture evolve. A successfully implemented and used performance measurement system, through cultural change, leads to a more participative and consultative management style. Similarly, the correct use of performance measurement systems can encourage an achievement culture to emerge. All five cases suggested that an authoritative management style was essential at the start but this would change with the emerging culture.

The research results are limited to five socially constructed case studies. Whilst these findings remain valid, they cannot be used for universal generalisations. In terms of modelling the organisational culture, the research focuses on the organisation as a whole and does not take into account the possible existence of sub‐cultures within the organisation.

A better understanding of management styles and organisational culture will allow practitioners to better assess the organisations' readiness to implement performance measurement systems. Similarly, the results provide guidance towards the management styles that would be appropriate when implementing performance measurement systems in different cultural settings.

The framework for modelling the dynamic relationship between performance measurement, management style and organisational culture, together with the findings, should provide useful insights and methods for future researchers in this area.

Presents a number of papers from the Performance Measurement Association conference held in July 2002. Reveals that all the papers investigate developments in the field of performance measurement and management since the Kaplan and Norton Balanced Scorecard was first introduced.