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This study aims to examine the effects of marketing dashboards on resource allocation between exploratory and exploitative activities. It proposes that tactical dashboards will lead managers to place less emphasis on exploratory activities and more emphasis on exploitative activities – with performance consequences – but that these effects will be contingent on the information and decision-making environment.

Study hypotheses were tested using an experiment tracking objective decisions over five periods in the Markstrat simulation. A total of 105 firms, each managed by a team of Master of Business Administration students, were divided into 2 dashboard conditions and a control condition.

Teams given a tactical dashboard were less likely to engage in exploratory activities when information load was high. Tactical dashboards also suppressed exploration early in the simulation. Dashboards were associated with negative firm performance overall.

The research suggests that dashboards can bias resource allocation, but the effects are contingent on the information and decision-making environment. Dashboards demonstrated a negative relationship with performance. The research lacked cognitive process measures and was limited to a single simulated industry type.

Dashboards are not a panacea for decision-making and performance and will need to change under changing conditions. Executives should build flexibility into the design and use of their dashboards and periodically audit the value the dashboard produces.

While widespread in marketing practice, dashboards have received little study and none involving decision-making over time and changing conditions. This research advances on limited existing work by examining objective causal effects.

The purpose of this paper is to analyse hospital dashboards’ visibility of information at different management levels to improve quality and performance in an acute general hospital.

Data were generated via 21 semi-structured interviews across different management levels.

All management levels had greater visibility of information, could make informed decisions, and registered performance improvement. Specifically, waiting time improved, however since introduction of hospital dashboards was work-in-progress at time of study, managers could not record improvement in terms of cost reductions, clinical effectiveness, patient safety and patient satisfaction. Different managerial levels had different visibility with top management having the greatest.

In single case studies, where only one context is used, the findings cannot be reproduced in different contexts; even though most of the results could be matched with the current literature.

The need to have balanced key performance indicators that take into account other facets of improvements, apart from time, has been emphasised. Furthermore, if middle and departmental managers have greater visibility, this would allow them to work towards a strategic fit between the departments that they manage with the rest of the hospital.

There is scant literature regarding performance dashboards’ enhancement of visibility of information at different management levels. Furthermore, according to the authors’ knowledge, no other paper has tried to identify and discuss the different levels of information, which should be visible from bedside to board namely to management, clinicians and public.

The purpose of this paper is to give a comprehensive and updated analysis of the available literature on hospital dashboards.

A search of the current literature was performed by searching electronic databases, including Google Scholar, EBSCO and Medline, as well as books.

In all, 48 manuscripts consisting of peer reviewed articles, conference proceedings, case reports and text books were included in this review.

Despite the numerous advantages of performance dashboards, several authors have mentioned a number of challenges. It was evident from the literature that any setting requires significant effort, especially to ensure the quality of data being collected. In fact, significant investment, both in terms of financial and human resources, is required to achieve an effective dashboard. Furthermore, most of the studies available in the literature were individual case reports or anecdotal accounts rather than empirical studies. Thus, further research is required to ascertain the effectiveness of performance dashboards. In view of these findings, each organisation should make its own decisions whether or not to adopt performance dashboards.

Most of the literature is fragmented as it reports the use of different types of dashboards, namely strategic, tactical and operational, as separate tools. This literature review contributes to knowledge as it brings together the different types of dashboards and the cascading effect of one dashboard onto another in order to achieve and retain organisational alignment with the overall strategic goals.

Dashboards and scorecards are widely‐deployed performance management tools, but are often ineffectively used. Properly designed, developed, and deployed strategic dashboards can cut through clutter, provide incisive strategic insight, improve decision‐making, and enhance both alignment and implementation performance. This article seeks to identify common pitfalls in strategic dashboard design and use, and then recommend guidelines for improving dashboard design, scope, use and impact.

The paper is based on hands‐on development of dashboards and strategy implementation programs for hundreds of clients across multiple sectors; complemented by operating experience managing strategic implementation and dashboard/measurement systems for high‐growth, complex organizations.

Key steps include developing a process that prioritizes indicators, includes key stakeholders, incorporates management analysis and judgment, favors rich data display using a common visual and quantitative language, and systematizes consistent dashboard use and dissemination.

Careful attention to dashboard content, form, process, and politics will help leaders strategically manage performance. Properly designed, dashboards can effectively focus senior teams on strategic issues, and catalyze strategic action.

This perspective from a practitioner identifies pitfalls and guidelines for maximizing the value and reach of dashboards, gleaned from experience across multiple industries and sectors.

This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing dashboards: marketing strategy implementation speed and market information management capability. Additionally, the research analyzes the impact of the firm’s internal structure on the relationship between marketing dashboards and the outcomes.

A conceptual model grounded in the knowledge-based view of the firm is tested. The research uses survey data collected from marketing professionals employed within business-to-business firms. Data from the key informants are analyzed using structural equation modeling.

The results demonstrate that marketing dashboards are significantly related to marketing strategy implementation speed and market information management capability. Centralization exhibits a negative moderating effect, and formalization exhibits a positive moderating effect on the relationship between marketing dashboards and marketing strategy implementation speed. Marketing strategy implementation speed and market information management capability are related to market performance.

Through the examination of main and moderating relationships, this paper demonstrates that marketing strategy implementation speed and market information management capability are key integration mechanisms that leverage the marketing dashboard resources.

This paper aims to provides a brief review of the dashboard literature, an account of the development of performance dashboards for field data collection at Westat, and more specifically for the first cycle of the Programme for the International Assessment of Adult Competencies (PIAAC). A brief concluding section offers suggestions for improvements in survey dashboards for PIAAC’s next cycle.

To manage field work at Westat, the authors create views into various paradata databases and present them in a dashboard, showing key performance indicators at a glance. Users can drill down from the dashboard into underlying databases to investigate potential problems. The US PIAAC dashboard is a monitoring system that supports daily review of many activities. For example, it provides overnight alerts to the field supervisor when global positioning system (GPS) data from an interviewer’s smartphone shows the interview occurred far from the respondent’s home.

Performance dashboards may represent best practice for monitoring field activities. Paradata sources and systems vary greatly across the PIAAC countries, but a multitude of process data exists in every country and can be used to create quality indicators and a monitoring system. PIAAC can establish standards/guidelines to improve visualization of quality metrics and management data, regardless of the local survey infrastructure.

The core of the paper is a case study of the experiences on the US PIAAC implementation of dashboards to monitor survey quality, production and costs, with special attention to the issue of fabrication.

Risk management is an essential cornerstone of any effective unit. The maternity dashboard has been found to be an efficient governance tool, but there is no such scorecard in gynaecology. The paper aims to conceptualise and implement an acute gynaecology dashboard in a teaching hospital over a period of two years and review the changes brought in practice as a result of the dashboard.

This acute gynaecology dashboard was designed in line with the existing maternity dashboard. Goals and benchmarks were determined on the basis of available national guidelines, expert opinions and local policies. The dashboard was prospectively implemented, updated monthly and presented in the relevant forums. A retrospective overview of the changes brought in the practice is presented in this paper.

Through the use of the dashboard significant problems related to workforce, training and clinical activity were identified. A number of changes were subsequently executed to improve patient management, service provision and training. This paper provides empirical insights about how positive changes in clinical practice could be brought in by the implementation of the acute gynaecology dashboard. The acute gynaecology dashboard was found to be a valuable governance tool to monitor performance and improve training and patient care.

The acute gynaecology dashboard can be used as an effective clinical governance tool to monitor performance and leads to improvement in clinical practice in other acute gynaecology units.

Though the maternity dashboard is widely in use, there has been no previous description of an acute gynaecology dashboard and this is the first paper in this area. With the increasing demand of acute gynaecology services, the dashboard becomes an essential tool for clinical governance.

This paper aims to understand how performance measurement system development process can be supported by visualization techniques. It analyses the suitability of different visualization techniques in the tasks needed in designing, implementing and using performance measurement.

The research builds upon literature review and analysis. The empirical access to five recent performance measurement system development projects is also used to evaluate the applicability of visualization techniques. The emphasis is in information visualization, and the following techniques are examined: maps, diagrams, networks, visualized models, graphs, charts and dashboards.

The study provides a concise overview on visualization techniques highlighting the managerial tasks related to performance measurement system development process. It contributes as a discussion opener inviting more academicians to study the topic of visualization in management and to further test and broaden the proposals presented in the paper.

Further in-depth empirical research is needed regarding each phase of performance measurement development process. A further study could also stress more the proactive use of performance measurement paying attention also to the external environment.

The topic of information visualization is practically driven. The results support practitioners in evaluating and choosing visualization techniques supporting their timely challenges in the performance measurement development.

Few studies on information visualization have been carried out in the context of management science. Visualization can integrate human in the data exploration process and improve understanding over large data sets without complex quantitative methods. Visualization techniques have been proposed as powerful means to enhance the effectiveness of performance measurement. This study structures and clarifies the ambiguous topic of visualization and performance management and suggests areas for further research.

The purpose of this paper is to explore the complexities in dashboard design process.

The authors chose case study research, following Benbasat et al. (2002) who argued that it is suitable for information system research, as researchers could perform the study in the organisation as a natural setting. As a result, the authors could learn and generate insights from practice. Another reason was mainly as the phenomenon being studied cannot be taken away from its context (Yin, 2003). In addition, through case study, the authors aim to achieve a deeper understanding and richer descriptions on the subject of research in a “real-world context” (Yin, 2012). In addition, it aims to understand the intricacy of the processes going on in the organisation by focusing more towards organisational rather than the technological issues (Benbasat et al., 1987).

Through research, the authors highlighted that it is important to align the dashboard design with the organisation’s visions and goals. This creates a more persuasive rationale for adoption amongst the users, as they could use the dashboard as a means to assist them in achieving the vision and goals of the organisation. More importantly, the analysis clearly indicates the need to consider the creation of a dashboard as a holistic exercise. The intricate processes of designing a dashboard are often underestimated. Instead of focusing into a specific aspect (such as user interface or functionality) of designing dashboards, the authors should look into the multi-faceted aspects in designing an effective dashboard.

This paper articulates the findings from a single case study. However, arguably, the results of this study are transferable to other entities responsible for designing business intelligence (BI) and business analytics dashboards. Research on dashboard design and the use of design thinking across different type organisations is currently ongoing to allow for cross-case analyses.

The study has determined that interdisciplinary and cross-functional group communications play a significant role in designing a dashboard. The ability to collaborate with “data owners”, would be dashboard users, managers of the technical infrastructure, and process owners leads to a workable and effective dashboard. In this sense, design thinking could be used and/or regarded as a holistic, creative and solutions-oriented framework.

With an increasing interest on BI and business analytics, dashboards have an increasingly pivotal role in providing a summary of data for business users. The literature review shows in designing a dashboard; there is much emphasis on the graphical user interface and in providing features and functionalities for the dashboards. This paper presents a case study outlining the key considerations of a team in charge of business analytics and dashboard creations for a university. Through the case study analysis, the authors explore the key aspects that influence a dashboard design and analyse the design processes using the concept of design thinking as the theoretical framework.