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The French academic libraries directors association (ADBU) launched and updated a European comparative study on Key Performance Indicators (KPI) in Academic Libraries over the 2013–2017 period. The purpose of this paper is to briefly present the ADBU initiative; its main focus is how to use these figures to ground decision making process, notably so as to better assess the contribution of libraries in student success or research performance.

As universities and academic libraries are facing research evolutions and teaching/learning new models, a strong increase in students’ number is observed everywhere in Europe. This trend will most probably continue in the coming years and the pressure on academic libraries will grow. That is why the French ADBU took the initiative to launch a European comparative study on key and performance indicators in Academic Libraries over the 2013–2016 period. Data were updated in 2019, covering 2017 figures and including additional countries.

Thanks to the European partners and the help of a consultant firm, the first observations were updated with the 2017 figures and the country scope grew broader. Libraries buildings and equipment, space and seats per student, opening days and hours, frequentation rate, library services, users training, staff per student/documentary budgets/total expenditure, staff training, documentation loans/consultation/downloads: these KPI are gathered and can be compared in both relative and absolute value.

The ADBU initiative is unique, results are widely shared.

In the transportation and distribution (T&D) sector, as in many others, it is important to have a good performance in operations. In order to achieve high performance, it is necessary to know which operational factors are critical for success and which are less important. Only then can management focus attention on those factors that have a strong effect on performance. In The Netherlands a large project has been carried out to find these critical operational success factors. In total, 150 T&D companies were interviewed extensively; first they were split into 11 different segments and next their financial and operational data were gathered and compared. Based on the results of the project, the Dutch national organisation for T&D companies (TLN) has decided to adopt the benchmarking procedure developed in this project and to apply it to all 2,000 medium‐sized T&D companies, who are members of TLN. They will use it as a tool to assist their members in finding opportunities for improvement at the individual company level and to monitor the performance of the sector as a whole.

As the demand for enterprise‐wide performance measurement of corporate real estate portfolios and service providers ever increases, the number of tools available to executives which claim to facilitate this has also grown. Starting by developing an understanding of key business drivers, this paper reviews the latest developments in performance metrics including key performance indicators, service level agreements, and how the emergence of web‐based data collection, access and presentation is transforming the role of information systems in supporting decision‐making processes.

This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four balanced scorecard (BSC) perspectives in operations management (OM) contexts and (2) understand how performance drivers and outcome measures (and substantiated perspectives) are related.

We undertake a systematic literature review of the BSC literature in OM journals. From the final sample of 40 articles, performance drivers and outcome measures have been identified, and the relationships amongst them have been synthesised according to the system dynamics approach.

Findings show (1) the most relevant performance drivers and outcome measures within each BSC perspective, (2) their relationships, (3) how the perspectives are linked through the performance drivers and outcome measures and (4) how the different measures relate systemically. Accordingly, four causal loops amongst identified measures have been built, which – jointly considered – allowed for the creation of a dynamic strategy map for OM.

This study is the first one that provides a comprehensive and holistic view of how the different performance drivers and outcome measures within and between the four BSC perspectives in OM relate systemically, increasing the knowledge and understanding of scholars and practitioners.

The case is about a service provided to rail commuters who lack the time to attend to their daily chores because of the long hours spent in commuting. It talks about the process of building the business of providing a laundry pick up and drop off service at the railway station. The case may be a good starter for defining the business in terms of customer need served and how the entire operation is aligned towards addressing the need.

This paper outlines some of the pitfalls associated with the efficient management of beds using a case study in Preston. The value of follow‐up studies is reviewed and the importance of management drive to secure changes in practice is stressed. External factors, such as the control of overall bed numbers, appear to result in greater changes and improvements in effective use than prolonged investigation and negotiation with the consultants involved.

The purpose of this paper is to investigate the regulator's attempt at redesigning the patient care process (PCP) – a core business process in public hospitals – by introducing dichotomous process performance indicators as an innovative management tool intended to align the State health care policy with the everyday management of operations at a hospital ward.

The paper presents an ethnographic case study of redesigning the PCP according to the strategy originating outside the organization. The study employs competing theories that represent alternative epistemological and ontological views of the world in order to produce a tentative explanation of why the intended redesign of the PCP has not fully eventuated. Observational data and opportunistic interviewing are used to answer the research question of whether and how the information and operational flows on the ward were affected by introduction of process performance indicators. A business process redesign framework was employed for data analysis since it better reflects the objectives of the State‐wide initiative and offers a convenient tool in dealing with data complexity.

Introduction of the process performance indicators did not result in redesigning of the PCP as intended by health care authorities. Out of four process performance indicators, only one was consistently implemented, which merely produced a duplication of the previously collected information, therefore adding no value to the PCP. On a theoretical level, the results indicate that the emergent theory rather than the rational agent theory demonstrated a greater fidelity to the empirical observations.

The paper assessed the feasibility of using innovative dichotomous process performance indicators as a tool for redesigning the business process at the ward level, in order to achieve macro‐level policy objectives. The failure to successfully implement a top‐down universal approach to redesigning business processes in health care is likely to reflect a lack of appreciation of emergent rationality that characterizes essential aspects of the PCP.

The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues.

In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people.

Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success.

The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future.

This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects.

This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.

Purpose – This research study aims to answer the question of how good is the development of the extended regency, and which shows better autonomy of development—before or after expanding. The implications of this study is to answer whether expanding a regent is truly needed to improve the economic development and welfare of the remote regions and their people. This study analyzes the autonomous state of three regencies, North Aceh, Bireuen and Lhokseumawe districts, which have expanded. The analysis takes into consideration the difference in the proportion of their regional revenues, budgeting perfomance, and economic growth as indicators of regional autonomy.

Design/Method/Approach – The data used in this research are secondary data sourced from the budget realization report and the accountability report of North Aceh, Bireuen, and Lhokseumawe districts from 2006 to 2013. The data analysis methods used in this study are the analysis of financial ratios and the comparative mean of one way anova.

Finding – The results showed a significant value or a probability value more than 0.05. Thus, the hypothesis (H1) is rejected, and therefore the hypothesis (H0) is received.

Research Impication – The implication is that there is no difference in the average of regional autonomy of North Aceh Regency, Bireuen, and Lhokseumawe districts as seen from the proportion of local revenue, budgeting perfomance, and regional growth. It means that with regard to financial performance there is no difference in the level of independence in autonomy among the three regions. The proportion of local revenue, financial permormance area, and the development of North Aceh, Bireuen, and Lhokseumawe districts demonstrate no influence on the level of independence in autonomy.