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The purpose of this paper is to develop a conceptual framework for performance evaluation of channel partners in distribution relationships and develop a scale to measure the proposed dimensions of performance.

The proposed framework is built on the theoretical foundations of salesforce control systems and organizational performance. The authors developed the measurement scale by the three-stage protocol and established the scale’s reliability, factor structure and validity through the data collected from 252 firm-channel partner dyads across automobile firms in India.

The proposed framework highlights three distinct dimensions of channel partners’ performance, i.e. output performance, the financial/other objective results; activity performance, the activities, behavior and process-compliance levels; and capability performance, the resources and capabilities of channel partners. An 18-item measurement scale is developed to measure the three proposed dimensions of channel partners’ performance.

The proposed framework conceptualizes the three key dimensions of channel partners’ performance that can assist firms in exercising a focussed approach to performance management in distribution channel relationships and other inter-firm contexts. This study contributes to the legitimacy and further development of research in the area.

The measurement scale provides valid and reliable items for a rigorous performance analyses of channel partners, both at the individual level as well as at the level of the distribution channel as a whole. These performance analyses have multiple applications, right from managing the day-to-day channel activities to steering the channel strategy.

The paper presents a multidimensional conceptual framework for performance evaluation of channel partners and provides a suitable instrument for operationalizing future empirical research in the area.

The purpose of this paper is to develop a scale with a high degree of reliability, validity and dimensionality which help to determine appropriate supply chain performance measurement (SCPM).

The data were compiled and collected from 213 operations and supply chain heads from leading retail stores in India. Confirmatory factor analysis was used to test the validity of the proposed measurement scale.

The major contribution of the present study is the development of SCPM constructs as well as a rigorously validated measurement instrument. The confirmation process is according to the typical standards of scale development.

This paper strives to contribute to the literature on the SCPM in Indian retail industry. This paper tests the validity of the measurement scales which will enable the managers to determine the appropriate SCPM.

In the long run a good set of identified SCPM and their implementation would inevitability enables in deriving meticulous supply chain strategies.

SCM managers in evaluating their current supply chain performance. This can help the managers to identify the strengths and weaknesses of their supply chain.

This study proved that the SCPM can be used from different perspectives, all of which are integrated into one exclusive assessment instrument, applied to the SCPM in this case.

The purpose of this paper aims to propose and validate a measurement scale for integrating performance in universities with a global and local Latin-American perspective.

This research followed a sequential, mixed-method design which uses quantitative and qualitative approaches. The data collection and analysis used two stages. The first stage was a systematic literature review analysing the data through a bibliometric analysis followed by thematic analysis. From this stage emerged the global universities' performance thematic map, a flow diagram for universities' performance system and a measurement scale. The second stage validated this scale applying a survey to the academic and administrative staff members of two Colombian private universities. A total of 705 useable responses were collected and analysed using exploratory factor analysis and the SPSS software.

The results validated five dimensions (research, resources, internationalisation, extension and academics) and 15 indicators proposed to determine the performance in universities. This study concluded that the instrument developed for measuring performance is a consistent starting point for the study of universities in Latin-American countries such as Colombia.

This study empirically validated the instrument for measuring performance from a systemic perspective at universities; however, a broader validation of the measurement scale is needed in the context of developing countries in Latin America to generalise the results.

Results provide a starting point considering the Latin-American context. They could help in future studies to improve the understanding of performance management in higher education.

Performance in universities has created multiple parameters and indicators, generating a lack of global consensus for their measurement. Thereof, this paper contributes to filling this gap in Latin-American universities. This work postulates a starting point considering the local context from global reported findings. It integrated the relations visually for sub-dimension and performance indicators into the university performance system. From this research emerged a novel theoretical hierarchical model for measuring university performance.

This article aims to seek to provide a performance measurement scale for customer relationship management (CRM) software. The CRM concept is wide, yet prior literature offers only specific approaches. This scale goes beyond specific scenarios, to cover the various perspectives on CRM and provide quantitative validation of the measures.

This paper describes the complete process for conceptualizing and operationalizing this reflective second-order construct, including a thorough literature review, qualitative research and a quantitative study with 208 companies that have implemented CRM software.

Three main, interconnected constructs emerge to measure CRM software performance: customer life cycle, firm performance and operational performance. Retention, loyalty and satisfaction indicators form the customer life-cycle dimension. Firm performance refers to market share, efficiency, product adaptation, and new product launch indicators. The operational dimension includes improvement in sales performance, marketing campaigns, customer service and analysis of customer information.

This scale guides every element involved in CRM software implementation, toward a common objective.

The CRM scale supports CRM software industry players and firms that intend to implement CRM software. The three model constructs provide guidelines about which improvements should be noted with a CRM implementation.

This scale help the companies who intend to implement CRM software conduct their agreement with the other parts involved (consultants, software developers and the firm).

This paper meets an identified need, namely, to provide a CRM software performance measurement scale. The huge, unique sample is exclusive and obtained from a dedicated CRM software developer.

Current approaches to measuring family business performance have limitations: failing to acknowledge the entire family business holistically, and lacking recognition of the idiosyncratic nature of family business goals. By applying organizational effectiveness and the achievement of desired organizational outcomes, the purpose of this paper is to develop a scale to measure performance based on a family business’ idiosyncratic goals.

This study applies mixed methods, including qualitative research, two surveys and structural equation modeling.

The authors develop a scale employing 21 items, representing six goal dimensions, to measure the family business performance.

The family business performance measurement scale from this study responds to multiple calls for a scale gauging family business performance in a manner including both financial and non-financial outcomes.

Supply chain management has become such a popular topic in modern business management and researches. It brings the revolutionary philosophy and approach to manage the business with the sustained competitiveness. However, the existing performance measurement theory fails to provide its necessary support in strategy development, decision making, and performance improvement. This paper attempts to propose an innovative performance measurement method to contribute to the development of supply chain management. A process‐based systematic perspective is employed to build an effective model to measure the holistic performance of complex supply chains. Fuzzy set theory is introduced to address the real situation in judgment and evaluation processes. The main framework of this method is outlined with some suggestions and a simple example.

Literature established that applicable parameters must be used in determining facilities management (FM) performance in any market; otherwise, findings could be confusing and misleading. This is particularly relevant to Nigeria where FM application is in its infancy and seriously constrained by particular socio-economic conditions which make it prone to crises situations such as frequent power outages and surges, abundance of fake and adulterated construction materials and equipment, heavy presence of unqualified artisans, poor transparency and terribly chaotic and unpredictable traffic to mention a few. Hence, this research aims to identify contextual parameters for evaluating performance of FM service in office buildings in Lagos, reflecting these peculiarities.

The research adopts survey design, using self-administered questionnaires that were served on building occupants. Means and standard deviation were used in the analyses. Factor analysis was used in identifying the important factors or constructs and to confirm the practical significance of the measures.

The study developed a multi-item scale of 41 measures for evaluating performance of facilities managers in offices in Lagos, Nigeria. The scale comprises three major dimensions, i.e. “financial”, “quality of service” and “crises response and management”. Using factor analysis, the study identified five important factors, two of which (comprising ten new measures) have not been featured in previous studies.

The developed performance measurement scales (PMS) can be applied to FM performance evaluation, management and control in the Nigerian context. The PMS and identified factors would also aid FM policy formulation, resource allocation and facilities review.

The research is considered the first to develop a PMS for FM in office facilities in Lagos, Nigeria. The new factors and measures that were uncovered in the study makes it possible to evaluate the Nigerian facility manager’s ability to manage the near-crises challenges imposed by the peculiar socio-economic context. Furthermore, the scale adopts simplistic financial success criteria, which makes it relevant and easy to use for the poor financial record disclosing and research-averse Nigerian audience. It is also more relevant to the less strategic and more operational task-based Nigerian FM context and by extension, to the context of other developing countries with similar socio-economic features.

The purpose of this paper is to examine empirically the relationships among the three elements of the theory of constraints (TOC), a number of observable outcomes expected to be associated with the application of TOC, and organizational performance.

A model, which incorporates TOC elements as antecedent to TOC outcomes and TOC outcomes as antecedent to organizational performance, is proposed. Data were collected from 110 organizations identified as TOC adopters, and the model was assessed using a structural equation modeling methodology.

Results indicate that the proposed model fits the data well. Adoption of TOC yields observable TOC outcomes, which lead to improved business unit performance. Analysis suggests that the use of TOC is effective in improving organizational performance.

Scales are developed for use in future TOC research.

TOC is found to be effective in improving organizational performance.

While this work was begun much earlier than the work of Boyd and Gupta, this work revises their model and main hypothesis. TOC scales are developed and validated for use by future TOC researchers.

The purpose of this paper is to explore the performance measurement methodology used by a real case company, namely Vanderlande Industries Ltd, for cost and progress capture for in‐house production, resale material and third party supplied material, in an effort to measure performance of the supply chain of a large scale project – the €6bn London Heathrow Airport Terminal 5 construction project.

The case study approach was adopted, which includes ethnography. This research is not about testing a theory; it is about gaining insight to the actual functioning and supply chain performance measuring of a large‐scale project. In that sense, the experiences reported could be shared with those dealing with performance measurement of large‐scale projects.

Eight key areas of concerns are found relating to supply chain performance measurement of a large‐scale project: performance measurement requirements, with forecasting and progress reporting not owned by suppliers; lack of detailed planning causing regular changes to baseline; detailed work breakdown structure causing unnecessary complications to performance analysis; organisational structure; performance measurement tool; data capture; timing of progress and cost capture affecting the analysing process; and scope change and traceability.

The paper is targeted at senior and middle managers involved in large cost reimbursable projects. Managers should manage more carefully the eight key areas of concerns identified. Recommended solutions targeting each area of concerns from the lessons learnt in the €6bn London Heathrow Airport Terminal 5 construction project give a basis for improved project management and supply chain performance measurement for large‐scale projects.

The main objective of this study is to identify reliable and valid performance dimensions for both the identification and quantification of logistics performance that continues its development in the academic literature.

Quantitative research approach was used in the scale development process. First, the logistical performance literature was analyzed in detail, and it was evaluated that the logistics performance consists mainly of logistics efficiency, logistics differentiation, logistics agility and logistics effectiveness dimensions. During the scale development process, opinions were obtained from academics, industry managers and pilot applications were carried out. For the implementation of the developed scale, a total of 108 companies engaged in logistics activities in Turkey were identified, and the developed scale was applied to 398 logistics professionals.

A 28-item logistics performance scale has been developed based on the resource-based theory to measure totally five-dimensional performance. First, the three items under the logistics agility dimension were separated from this dimension as a result of the exploratory factor analysis, and it was understood that these items belong to the “logistics flexibility” dimension. The established structure was supported by confirmatory factor analysis. The reliability and validity of the scale are within the range of acceptable values.

The research data were collected from the Western Mediterranean region. The scale should be tested in different geographies.

By means of establishing a valid and reliable scale for logistics performance and its sub-dimensions, it is evaluated that this study will contribute to future research based on the measurement of logistics performance.