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Abstract

Details

Designing and Tracking Knowledge Management Metrics
Type: Book
ISBN: 978-1-78973-723-3

Article
Publication date: 1 October 2005

Larraine Segil

To show how the key to successfully managing alliances is developing and implementing alliance metrics.

2825

Abstract

Purpose

To show how the key to successfully managing alliances is developing and implementing alliance metrics.

Design/methodology/approach

The case of “Acme Manufacturing” (a composite of several firms) is used to illustrate the theory and reasoning behind the creation and tracking of alliance metrics appropriate to the life cycle of the partnership. These ideas are then applied to the ongoing Avnet/HP alliance.

Findings

Understanding and applying unique metrics at each stage allows management to anticipate alliance challenges and increase flexibility and adaptability when faced with changing economic and market conditions. Across the life cycle stages the partners must learn to monitor two types of measurements – development metrics, commonly employed in the start‐up and high growth stages, and implementation metrics, engaged throughout the professional, mature, decline, and sustain stages of the life cycle.

Research limitations/implications

This is a case study produced by a consultant specializing in alliance management. It has been peer reviewed but has not been subjected to independent audit.

Practical implications

Proactively managing alliances helps partners ensure value extraction, financial and non‐financial. Development metrics and implementation metrics can help alliance stakeholders understand and plan for the stages of the alliance life cycle while considering their knowledge transfer.

Originality/value

As the cases of Acme Manufacturing and Avnet/HP show, an understanding of alliance life cycles, cultures, and metrics can lead to successful planning, launching, and maintenance of a company's alliances.

Details

Strategy & Leadership, vol. 33 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 27 March 2007

Frank A. Buytendijk

Measurement drives behavior. Unfortunately, most performance measurement initiatives overlook this fact. Implementations are performed top‐down with strategy as the

Abstract

Purpose

Measurement drives behavior. Unfortunately, most performance measurement initiatives overlook this fact. Implementations are performed top‐down with strategy as the starting‐point. There needs to be a better understanding of the cultural context of the metrics (What is driving the behaviors?) and a better understanding of what metrics are to define (How do we drive the right behaviors through measurement?). The purpose of this paper is to explore the notion of a context‐based approach to performance metrics – by examining an organization's negative values – and the notion of a content‐based approach – by introducing the concept of business interface metrics.

Design/methodology/approach

The article analyses business metrics.

Findings

The paper demonstrates the need to use interface metrics in order to better manager processes and deliver organizational values.

Originality/value

To get new insights, sometimes conventional wisdom needs to be challenged. Following best practices around metrics can prevent companies from reflecting on the effect of the metrics they are trying to put in place. By coming up with a different approach (business interface metrics and negative values), interesting insights can be gained. Moreover, taking a fresh approach ensures that new thinking takes place and that there are fewer conformist paths to fall back on.

Details

Measuring Business Excellence, vol. 11 no. 1
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 4 January 2013

Mahmoud O. Elish, Mojeeb AL‐Rahman AL‐Khiaty and Mohammad Alshayeb

The purpose of this paper is to investigate the relationships between some aspect‐oriented metrics and aspect fault proneness, content and fixing effort.

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Abstract

Purpose

The purpose of this paper is to investigate the relationships between some aspect‐oriented metrics and aspect fault proneness, content and fixing effort.

Design/methodology/approach

An exploratory case study was conducted using an open source aspect‐oriented software consisting of 76 aspects, and 13 aspect‐oriented metrics were investigated that measure different structural properties of an aspect: size, coupling, cohesion, and inheritance. In addition, different prediction models for aspect fault proneness, content and fixing effort were built using different combinations of metrics' categories.

Findings

The results obtained from this study indicate statistically significant correlation between most of the size metrics and aspect fault proneness, content and fixing effort. The cohesion metric was also found to be significantly correlated with the same. Moreover, it was observed that the best accuracy in aspect fault proneness, content and fixing effort prediction can be achieved as a function of some size metrics.

Originality/value

Fault prediction helps software developers to focus their quality assurance activities and to allocate the needed resources for these activities more effectively and efficiently; thus improving software reliability. In literature, some aspect‐oriented metrics have been evaluated for aspect fault proneness prediction, but not for other fault‐related prediction problems such as aspect fault content and fixing effort.

Details

International Journal of Quality & Reliability Management, vol. 30 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 6 April 2010

Vanessa Goldoni and Mírian Oliveira

The main goal of this research is to analyze knowledge management (KM) evaluation metrics in software development companies in Brazil through the perception of managers and users.

2044

Abstract

Purpose

The main goal of this research is to analyze knowledge management (KM) evaluation metrics in software development companies in Brazil through the perception of managers and users.

Design/methodology/approach

The method applied was a multiple case study in two information technology companies in Brazil.

Findings

According to the KM objectives and motivations, each company selects an implementation approach that results in specific challenges. The results show that the differences in Company A and Company B can be related to the KM process adopted. Based on the perception of the interviewees, it is possible to affirm that the relevance of a metric depends on the organization's context and the existence of a structured KM process.

Research limitations/implications

The conclusions are based on two case studies of Brazilian IT companies. There could be industry‐specific issues as well as national cultural and behavioral values that might affect the findings and conclusions.

Practical implications

According to the interviewees, the set of process metrics can be linked to the KM process phases and the organizations should contemplate both quantitative and qualitative metrics. The entire set of metrics and its observations in this work can be used as a starting‐point for the selection of the most adequate metrics for each organization.

Originality/value

The research associated the identified metrics in the literature with the knowledge management process phases of creation, storage, dissemination, utilization, and measurement.

Details

Journal of Knowledge Management, vol. 14 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 11 March 2024

Ravi Kathuria and Lorenzo Lucianetti

This study examines whether different strategy archetypes deploy specific performance metrics to support their strategic goals and priorities. If so, does alignment of strategy…

Abstract

Purpose

This study examines whether different strategy archetypes deploy specific performance metrics to support their strategic goals and priorities. If so, does alignment of strategy and metrics positively impact organisational performance?

Design/methodology/approach

The conceptual framework and hypotheses are couched in Contingency Theory. The role of business strategy as a moderating variable is tested using MANOVA, followed by post hoc pairwise comparisons. The results are based on cross-sectional survey data from 372 manufacturing and service organisations in Italy.

Findings

The overall contingency effect of business strategy in selecting and deploying performance metrics and their effect on organisational performance is supported. However, the group-wise post hoc analyses show support only for Prospectors but not for Defenders and Analysers.

Research limitations/implications

This research lends further support in favour of the Contingency Theory from a new geographic context (Italy) that there are no universally best performance metrics that drive organisational performance. However, more research is needed to understand why the theory only holds for certain strategic archetypes and not across all archetypes.

Practical implications

Managers can direct resources and effort towards designing and deploying the “right” type of performance metrics suitable for their strategic orientation and thus optimise organisational performance.

Originality/value

This is a rare study that tests the moderating role of business strategy using all four strategic archetypes of the Miles and Snow typology. It deploys both financial and non-financial measures and uses a very large sample of both manufacturing and service organisations from a relatively unexplored region of the world. The study provides additional evidence in favour of the Contingency Theory whilst advocating for more research to refine our understanding of why the contingency perspective is not so important for firms that are not the first-in.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 February 2005

Amy Muller, Liisa Välikangas and Paul Merlyn

During the past year, the authors have built a framework for a suite of metrics that senior managers can customize to track and promote innovation success in their companies.

8354

Abstract

Purpose

During the past year, the authors have built a framework for a suite of metrics that senior managers can customize to track and promote innovation success in their companies.

Design/methodology/approach

Senior executives can use the suite of metrics to assess their company's innovativeness over time and hence combat the insidious strategy decay that often afflicts a company's business.

Findings

The framework combines three views on innovation – resource, capability, and leadership – providing the perspective to develop a suite of metrics for assessing and developing a company's capacity for innovation.

Research limitations/implications

The optimal selection of metrics and the optimal value or “sweet spot” of any particular metric will vary from company to company.

Practical implications

As more firms develop strategic innovation metrics and a database that validates their relevance, top managers will learn to assess and guide a company's innovation capability more effectively.

Originality/value

This is the first strategic guideline for building a customizable system of innovation metrics.

Details

Strategy & Leadership, vol. 33 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 1 January 2003

Jeff Smith

Brand metrics are more than just a vehicle to gauge success. They are a vehicle to guide success.

Abstract

Brand metrics are more than just a vehicle to gauge success. They are a vehicle to guide success.

Details

Handbook of Business Strategy, vol. 4 no. 1
Type: Research Article
ISSN: 1077-5730

Article
Publication date: 6 February 2024

Moslem Sheikhkhoshkar, Hind Bril El Haouzi, Alexis Aubry and Farook Hamzeh

In academics and industry, significant efforts have been made to lead planners and control teams in evaluating project performance and control. In this context, numerous control…

Abstract

Purpose

In academics and industry, significant efforts have been made to lead planners and control teams in evaluating project performance and control. In this context, numerous control metrics have been devised and put into practice, often with little emphasis on analyzing their underlying concepts. To cover this gap, this research aims to identify and analyze a holistic list of control metrics and their functionalities in the construction industry.

Design/methodology/approach

A multi-step analytical approach was conducted to achieve the study’s objectives. First, a holistic list of control metrics and their functionalities in the construction industry was identified. Second, a quantitative analysis based on social network analysis (SNA) was implemented to discover the most important functionalities.

Findings

The results revealed that the most important control metrics' functionalities (CMF) could differ depending on the type of metrics (lagging and leading) and levels of control. However, in general, the most significant functionalities include managing project progress and performance, evaluating the look-ahead level’s performance, measuring the reliability and stability of workflow, measuring the make-ready process, constraint management and measuring the quality of construction flow.

Originality/value

This research will assist the project team in getting a comprehensive sensemaking of planning and control systems and their functionalities to plan and control different dynamic aspects of the project.

Details

Smart and Sustainable Built Environment, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-6099

Keywords

Abstract

Details

A Sustainability Assessment
Type: Book
ISBN: 978-1-78743-481-3

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