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In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and reward and recognition systems. Each section of the model is introduced, and validated by the results of a survey of the performance measurement systems in a postal survey of 115 companies.

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

Based on a review of the literature, the paper introduces the implications for applying a systems approach to organizational performance measurement. To demonstrate the transition from theory to practice, a case study is provided to show how a sustainable development performance measurement system was developed at a Canadian electric utility. The case study involved extensive consultation with over 25 experts.

The paper finds that a systems approach is useful in developing the process and that a set of formal systems criteria is useful in developing the structure and content of a performance measurement system. These concepts are highlighted throughout the case study example.

The case study section was based on findings from a single organization. Further work is required to validate the findings within other organizations.

The paper shows how a robust sustainable development performance measurement system may be developed at an electric utility. The overarching emphasis on integration of the system with the case utility's mainstream initiatives demonstrates that a performance measurement system must build on what the organization already has in place. The systems‐based approach and formal systems criteria used in the paper may be transferable to other organizations.

The paper shows that a systems approach provides both the structure and flexibility needed to guide the design, implementation, and evolution of a sustainable development performance measurement system within existing organizational infrastructure.

The purpose of this paper is to examine how different network members utilize and use network‐level performance measurement information. This is an important approach when discussing the management and development of a network by utilizing a performance measurement system.

The study is a single‐case study, where a collaborative network forms the case. The data of the study have been gathered from an action research process of network performance measurement system design and its implementation phase in 2009, interviews in 2010, and discussions with the interviewees in 2012 to re‐evaluate the results.

The results of the study reveal that the use of the network‐level performance measurement system increased communication, trust, and commitment in the whole network, as well as in a single reselling unit. The performance measurement information also helped the companies create better alignment with their network partners.

The paper presents the main uses, utilizations and benefits of network‐level performance measurement and management from the perspectives of the different network members.

The case study contributes to the literature of performance measurement and management in a network environment. It presents the main uses and utilization of network‐level performance management and measurement.

In order for a facilities management (FM) organisation to make effective use of the results of performance measurement it must be able to make the transition from measurement to management. It must also be able to anticipate needed changes in the strategic direction of the organisation and have a methodology in place for effecting strategic change. Successful accomplishment of these two tasks represents the foundation of good performance management. This paper explores baselines for moving from performance measurement to performance management and provides a discussion of how the FM performance assessment can be used to manage the FM function effectively.

This paper aims to identify the focal elements of performance in Finnish welfare service organisations, how performance is measured in welfare services, and what are management needs regarding the development of performance measurement in the sector.

First, the relevant performance management literature of welfare services is reviewed, then interviews with 15 managers of Finnish welfare service organisations in public, nonprofit and for‐profit sectors are reported.

The paper identifies the key elements of performance in Finnish welfare services. The results of the research indicate that Finnish welfare service organisations are relatively active in their performance measurement. Development needs relate to acquiring more systematic performance measurement approaches and new measures for the quality and long‐term effects of services.

Research elaborates the concept of performance in welfare services, thus enabling practitioners to analyse and develop their organisations' performance. The summary of current measurement practices and development needs in current practices serves to develop suitable performance management tools for welfare services.

In welfare services, performance management is a rather complex issue. Research on the topic, especially that on nonprofit, for‐profit and public Finnish welfare service organisations. is meager. This paper provides new information about the issue in Finnish welfare services.

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system. These are: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system. The reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.

To show how measurement systems and the way they are implemented can have a critical impact in either encouraging or discouraging a culture of high performance.

This paper outlines a “systems view” of organisations that assist in combining the knowledge of both measurement and psychology into a practical approach that encourages a culture of high performance. It outlines examples of measurement systems that have been specifically designed to change perceptions and behaviours. These implementations transformed performance levels within a matter of months.

When measurement systems are designed using the appropriate psychological principles, there can be a rapid change in staff behaviour that automatically leads to improved performance.

The psychological conditions for improving performance can be readily reproduced, but more research evidence is required to ensure widespread acceptance and use of this approach to performance improvement.

Measurement systems should be designed and implemented from a psychological and performance control perspective. When they are designed in this way, organisations can rapidly achieve substantial improvements in performance.

This paper shows how, by combining critical aspects of psychology with the knowledge of measurement within organisations, measurement systems can be designed and implemented to encourage a complete culture of high performance. The approach can assist all managers that want to change both the culture of their organisations whilst simultaneously improving overall performance.

This study proposes a systematic and comprehensive circular economy (CE) performance measure as an instrument to operationalize and quantify circularity. It seeks to evaluate the relative contribution of blockchain technology to evaluate various measures in this study. A general research agenda for investigating blockchain capabilities to performance assessment in CE is presented.

Empirical survey data from 32 CE and blockchain experts are collected to inform this study. Inductive reasoning, heatmaps, and a middle-range theory building approach are utilized to generalize theoretical patterns for blockchain support of CE performance assessment and measurement. A series of propositions are then developed as a middle-range theory for the true, false, perceptible, and hidden affordances of blockchain technology capabilities for CE performance measurement.

Overall, sixteen performance measures and metrics are identified and examined. The authors find most of these measures and metrics – based on literature and expert opinion – can be supported using blockchain technology capabilities. Four major blockchain capabilities, transparency and traceability, reliability and security, smart contracts, and incentivization and tokenization are shown to have varying potential support for CE performance assessment. There needs to be an evaluation of true, false, perceptible, and hidden affordances of blockchain technology capabilities for CE performance measurement in future studies.

Blockchain application for CE, and specifically performance measurements, is a new area. Research and practice evaluation on this issue is important but needs substantially additional investigation to help CE progress. This study provides a framework for evaluation and a foundation for future research at the nexus of CE, blockchain technology, and performance measurement.

Literature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.

Through a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.

In designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.

The research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.

This paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.