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This study aims to determine whether and how objectives and key results (OKRs) can be used to solve performance measurement issues encountered by organizations.

A total of 204 staff members from 26 Thai organizations that adopted OKRs were interviewed. Five senior executives and five operational staff members with experience using OKRs were selected from each organization. Content analysis was also performed.

OKRs facilitate the acceptance of performance indicators and help solve issues of alignment between indicators and organizational strategies as well as improper target setting.

The results have limited generalizability because of the qualitative approach undertaken in the study. Further research can test whether the results hold true if OKRs are used for longer than six months.

The results of this study can be used to help managers and employees set challenging targets, utilize their competencies and find a sense of relatedness, which can lead to organizational success.

This study is one of the first to thoroughly investigate the use of OKRs by adopting the self-determination theory (SDT) as the main theoretical framework.

The purpose of this study is to investigate the uses of performance measures in startup firms, including perceived importance and performance of those measures.

The survey method is used in this study. Data are collected from founders/chief executive officers/managers of 110 startups in Thailand. The correlation analysis and analysis of variance techniques are used as the analysis tool in this study.

The results show that there is a positive relationship between the perceived importance and the performance of each metric. However, no significant differences are found in the importance and performance of each metric among the various stages of startups.

Because there are so few startups compared to large corporations, the sample size of this study is relatively small, which is a limitation for some statistical tests.

Startup should measure and monitor the correct metrics in a particular stage, instead of trying to perform well in all areas, which will lead them to lose focus, and possibly even fail. Results obtained from this study will aid startups in properly monitoring and managing their performance.

Unlike large corporations, the performance measures used by startups vary, and depend on a startup’s stage and type. Because of the fact that there are much fewer startups than large corporations, there are a limited number of studies in this area. This research is among the first studies that try to investigate the uses of performance measure for this new type of organizations.

The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies.

A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance.

The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies.

This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance.

The research encourages firm managers to understand the value of human capital, preparing them for changes in the future.

This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

This study aims to develop and empirically test the balanced scorecard for public schools in Thailand.

Data were obtained from 3,351 public schools in Thailand. Structural equation modelling was used as a statistical tool to analyse the data.

The results showed that there are cause-and-effect relationships between students, internal processes and learning and growth perspectives in the balanced scorecard. Nevertheless, a relationship with the resources perspective was not found.

The sampled schools in this study might be different from normal public schools because these schools get some support from the private sector. Thus, the generalisation of the findings should be made with caution.

The proposed balanced scorecard model that has been empirically tested in this study can be used in public schools to help manage their organisation. These schools can start with a generic model and modify it to suit their organisation.

Most of the studies on the application of the balanced scorecard for schools did not test the validity of the framework because of the lack of available data. This study was among the first to empirically test the relationships between perspectives in the balanced scorecard model for public schools. Additionally, the balanced scorecard can be a useful tool for non-managers who work in public schools.

The purpose of this paper is to conceptualise customer-oriented product returns service (COPRS) performance, and develop and validate its measure.

This study uses qualitative consumer interviews and a quantitative survey to conceptualise, operationalise and validate the measure of COPRS performance.

The findings indicate 12 components with 46 measurable items for COPRS performance, including assurance, compensation, convenience, empathy, employee empowerment, explanation, feedback, information availability, reliability, responsiveness, tangibles and timeliness.

The measure could facilitate future empirical studies in the product returns service area. Future research could apply the COPRS performance measure across industries or in different settings such as cross-cultural or other retailing contexts.

Managers could evaluate their existing returns service performance in different key aspects based on the COPRS performance metrics and then improve their returns offerings accordingly. It also alerts practitioners to pay more attention to functional integration in designing returns service strategies to enhance customer satisfaction.

The study is one of the first to develop a new measure that substantiates the notion of an integrated marketing and reverse logistics interface, which is an underrepresented body of knowledge in the marketing and operations management disciplines.

This study aims to determine the effect of cognitive biases, that is, anchoring effect, illusion of control, and endowment effect, on customer satisfaction.

An experimental design was applied using 524 undergraduate students as participants. A three-way ANOVA was employed for data analysis.

Positive relationships were found between cognitive biases and customer satisfaction. However, no such relationships were found between the interactions of various types of cognitive bias and customer satisfaction, except the interaction between illusion of control and endowment effect.

This study focuses only on three types of cognitive biases; thus, it cannot be generalized to other such systematic patterns.

Marketers can introduce cognitive bias when implementing marketing campaigns to boost customer satisfaction.

This study expands the knowledge boundary by addressing the impact of the interaction between various aspects of cognitive bias that drive customer satisfaction.

This paper attempts to propose the uses of a capital budgeting tool, the Economic Value Added (EVA)for a university. Although there are reports of widespread use of the EVA in many for‐profit organisations, there is no evidence in literature that it has been adopted as a capital budgeting tool for a university. In this paper the application of the EVA for a university is proposed. It shows how the EVA can increase the awareness of the importance of asset utilisation in universities and guide universities to better resource management. EVA is proposed for use in a university setting in two different segments: for‐profit and non‐profit. The EVA has been adjusted with a new measure, Academic Value Added Ratio (AVAR) to reflect the university’s objective. The perception of academic staff in the case study university in Thailand with regards to the concept of applying the EVA to a university is further investigated. The results indicate that most members of management staff do not oppose this concept if it is implemented in a proper way.

This study aims to identify what managers involved in the design of a performance measurement system (PMS) perceive are the attributes of a successful PMS.

A total of 85 managers from Thai firms were interviewed to develop the proposed model to measure the success of a PMS. Results from 269 returned questionnaires from Thai managers were analysed by second order confirmatory factor analysis (CFA).

Based on the study's findings, success of PMS was categorised into two aspects: design success and implementation success. Using CFA the empirical data demonstrate a good fit with the proposed measurement model.

The results of this study are based on the opinions of managers and therefore their accuracy is open to question. Adding non‐managerial perspectives might demonstrate another picture.

The findings could well be useful for managers in any organisation. They can assist the manager in judging whether or not the company's PMS is successful according to the discovered criteria. Use of these criteria could lead to better decision‐making in the design and implementation of a PMS framework in any organisation.

This study enhances the body of knowledge by defining what a successful PMS means to managers in Thai firms. The results of this study can be applied to any country, but perceptions of what is important could vary from country to country.

Inclusive education is about welcoming diversity, and improving the quality of education for all learners, where no one feels excluded and everyone receives support. Inclusive education is not about meeting one child's needs at the expense of another child; instead, it aims to provide full participation for all learners, both special and regular students (UNESCO, 2005). It has been stated that countries cannot progress in isolation. They must build an overarching educational strategy, which means that educational advancement will be linked to new social and economic policies. A considerable school change is required and, as a result, inclusive schools emphasise diversity as a key function, which helps students learn and caters to individual needs. Objectives and key results (OKRs) are one of the management tools that can be used in schools that focus on inclusive education. They also allow a school's activities to be aligned with its core inclusive education objectives. Furthermore, OKRs can assist a school in setting a challenging goal that will motivate it to grow beyond its current capabilities.

The objective of this study is to investigate the effect of a strategy map on the quality of decision making.

An experimental design is used in this study. A total of 24 participants were randomly assigned into two groups – a control group and a treatment group. Each participant completed two rounds of the experiment covering 24 decisions using a simulation game. The multiple regression technique is used as the analysis tool in this study.

The results show that strategy maps do not affect the performance of participants' decision making.

This research employs the laboratory experimental design. Thus the external validity (the generalizability) is limited.

Results obtained from this research suggest that a strategy map alone is not an effective tool to help managers make better decisions. More details, such as a correlation between strategic measures in the strategy map or guidelines for the use of the map, could help make a strategy map more useful.

This study tests the cause and effect relationship between using a strategy map and the results of decisions made. Unlike many studies that employ the survey method in which confounding variables cannot be controlled, results from this experiment suggest that a simple strategy map alone does not improve the quality of decision making. This finding can thus be valuable to managers who are considering using a strategy map as a management tool.