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Article
Publication date: 14 June 2021

Kevin Baird, Sophia Xia Su and Nuraddeen Nuhu

This study examines the mediating role of the fairness of performance appraisal on the association between the extent of use of strategic performance measurement systems (SPMSs…

Abstract

Purpose

This study examines the mediating role of the fairness of performance appraisal on the association between the extent of use of strategic performance measurement systems (SPMSs) with SPMS effectiveness.

Design/methodology/approach

Data were collected using an online survey distributed to 656 Australian middle and lower level managers.

Findings

The findings reveal that informational fairness mediates the association between SPMSs (link to value drivers and the use of multidimensional performance measures) with performance-related outcomes; procedural fairness mediates the association between SPMSs (link to strategy and the use of multidimensional performance measures) with staff-related outcomes and distributive fairness mediates the association between the use of SPMSs (all three types) with both performance and staff-related outcomes.

Originality/value

The study provides a unique insight into the importance of fairness (the distributive, informational and procedural fairness of the performance appraisal system) in mediating the associations between the extent of use of SPMSs and SPMS effectiveness. The findings contribute to the human resource management (HRM) “black box” literature by providing an insight into the behavioural mechanism through which a specific human resource management practice (i.e. the SPMS) influences organisational performance.

Article
Publication date: 1 April 2003

Georgios I. Zekos

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…

86938

Abstract

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Details

Managerial Law, vol. 45 no. 1/2
Type: Research Article
ISSN: 0309-0558

Keywords

Article
Publication date: 9 January 2017

Kevin Baird

The purpose of this paper is to examine how the characteristics of strategic performance measurement systems (SPMSs) influence the effectiveness of such systems. Specifically, the…

3684

Abstract

Purpose

The purpose of this paper is to examine how the characteristics of strategic performance measurement systems (SPMSs) influence the effectiveness of such systems. Specifically, the study examines the association between the following three strategic performance measurement approaches with the effectiveness of SPMSs: the use of multidimensional performance measures, the use of performance measures that are linked to value drivers, and the use of performance measures that are linked to strategy.

Design/methodology/approach

Data were collected using a mail questionnaire distributed to a random sample of 800 Australian manufacturing and service business units.

Findings

The use of multidimensional performance measures is found to positively influence the effectiveness of SPMSs.

Practical implications

Organisations need to strive to design their SPMSs in a manner which considers the achievement of both performance- and staff-related goals, with the findings suggesting that managers need to focus on a broad set of performance measures relating to the four dimensions of the BSC (financial, internal, customer, and learning and growth measures).

Originality/value

This study contributes to the literature by examining the important role that SPMSs play in the achievement of organisational process outcomes. The incorporation of a measure of organisational process effectiveness, and the subsequent identification of the performance-related outcome and staff-related outcome dimensions, provides future researchers with an alternative approach to analyse SPMS effectiveness and provides managers with an insight into how to adjust their SPMS to improve their organisational processes.

Details

International Journal of Productivity and Performance Management, vol. 66 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Book part
Publication date: 8 June 2007

Robert H. Ashton

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award…

Abstract

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-0-7623-1387-7

Book part
Publication date: 7 October 2015

Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

Keywords

Article
Publication date: 1 September 2002

Rodney McAdam and Brian Bailie

The aim of this paper is to explore the longitudinal alignment between performance measures and business strategy. Moreover, the paper will probe the role of business improvement…

11962

Abstract

The aim of this paper is to explore the longitudinal alignment between performance measures and business strategy. Moreover, the paper will probe the role of business improvement models as a key catalyst in this alignment process. Since the late 1980s performance measurement has become topical with ever‐increasing interest in the subject. The increasing interest has been driven by the rapidly changing business environment and strategy, in both the private and public sectors. A literature review covering the current issues concerning performance measurement was undertaken, emphasising the development of performance measurement in relation to business strategy. The continual alignment of performance measures and frameworks with business strategy is stressed. Also, business improvement models are reviewed as possible mechanisms for enabling this alignment. Following this review, a longitudinal case study approach, based on a five‐year university/industry learning partnership with an international aerospace organisation, was used to investigate alignment between performance measures and business strategy. The findings of the study confirm that performance measures linked to strategy are more effective. Moreover, the alignment between the measures, measurement framework and the strategy must be continually reviewed and treated as a dynamic and complex issue, rather than a linear mechanistic relationship.

Details

International Journal of Operations & Production Management, vol. 22 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

Book part
Publication date: 3 May 2012

Lan Guo, Bernard Wong-On-Wing and Gladie Lui

The present research examines the effect of incentivizing both outcome and driver measures of SPMS on middle managers' proactivity in influencing the strategy formulation process…

Abstract

The present research examines the effect of incentivizing both outcome and driver measures of SPMS on middle managers' proactivity in influencing the strategy formulation process. A case-based experiment was conducted among 74 full-time employees. The results suggest that when incentives are linked to both outcome and driver measures of SPMS, compared with when they are outcome-based and not linked to the SPMS, managers are more proactive in communicating strategy-related issues to top management. In addition, this effect of SPMS-based incentives on middle managers' proactivity is mediated by their autonomous extrinsic motivation to achieve strategic goals. The results are in general consistent with postulates of the self-determination theory of motivation. This chapter also has practical implication. Specifically, recent evidence suggests that most SPMS adopters fail to validate causal business models underlying their formulated strategies (Ittner, 2008; Ittner & Larcker, 2003, 2005). Middle managers' proactive strategic behavior may be one means to prompt top management to inspect formulated strategies and their underlying business models.

Article
Publication date: 12 September 2008

Robert Johnston and Panupak Pongatichat

The aim of this paper is to explore an important but relatively uncharted territory: the actual functioning of performance measurement systems (PMS) in their organisational…

5733

Abstract

Purpose

The aim of this paper is to explore an important but relatively uncharted territory: the actual functioning of performance measurement systems (PMS) in their organisational context. The objective of the paper is to document the ways in which managers go about aligning operational measures with their organisation's strategy in practice.

Design/methodology/approach

This research adopts an interpretive multiple‐case approach in order to gather rich data on the strategies used in managing operational PMS. Data were collected from detailed interviews with managers and supervisors in four government agencies.

Findings

The expectations were that the operations managers would adjust their performance measures to support the changes in strategy. This was not the case. All the interviewees employed one or more tactics to cope with the tensions between strategy and performance measures. The ten tactics identified are collected into three strategies; do‐nothing strategy, pseudo‐realigning strategy, and distracting strategy.

Research limitations/implications

This paper casts some doubt on the practice, rather than the principle, of strategy‐aligned performance management. More work needs to be carried out to ascertain how other, both for profit and public sector, organisations deal with these tensions in practice.

Practical implications

From a practitioner point of view it raises the question as to whether senior managers are exerting sufficient control over the alignment issue or providing suitable tools, methods or indeed incentives to bring alignment about.

Originality/value

The paper highlights a gap between theory and practice and suggests that the way to ensure implementation of “modern management methods,” might be to deal firstly with the issues of relevance, timeliness, structure, integration, and symmetry.

Details

International Journal of Operations & Production Management, vol. 28 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 19 July 2013

Amit Kumar Srivastava and Sushil

The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.

6705

Abstract

Purpose

The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.

Design/methodology/approach

This study uses multiple methods combining both the qualitative and quantitative research routes to unearth a more complete picture of the phenomenon facilitating accurate, generalizable, and practically useful theory.

Findings

There is a lack of literature on strategic performance factors and their role in effective strategy execution, which turns out be a barrier to the success of strategy execution. This study not only reviews the SPFs in the context of effective performance management leading to effective strategy execution but also identifies linkages among the SPFs to demonstrate the relative criticality of SPFs and how one SPF leads to another SPF. Interestingly, the situation and actor factors, which were explained in a very limited way in traditional models, have emerged as the most influential strategic performance factors.

Research limitations/implications

Although this study attempts to synergize multiple research methods to increase the significance of the findings, a comparatively large sample size would be more useful to test the reliability of the results. Additionally, the SPFs are contextual in nature and, therefore, this study requires extended efforts to test the research propositions in different research settings and reveals the generalized as well as differentiated results. The possible bias in ISM exercise can be improved by having multiple discussions with the respondents. This study extends the theoretical debate on balancing the strategic and operational performance measures for successful strategy execution. The study also fills the gap in the literature by proposing the model of strategic performance factors. Adding methodological value extending triangulation along with the interpretative tool, this study also suggests methodological implication of the research design.

Practical implications

The proposed model of SPF could be useful in measuring the right thing in the right way to ensure effective strategy execution. Management of SPFs such as situation and actor is a further value addition to the debate on balancing lead and lag measures or financial and non‐financial measures. The study demonstrates that organizations should go beyond operation measures (both financial and non‐financial) and also focus on strategic factors such as situation and actors, which actually lead to the other SPFs.

Originality/value

This study took unique steps to integrate the multiple perspectives of performance measures and develop a model which can facilitate effective strategy execution. It not only fills the gaps in the literature but also provides a strategic perspective of the performance measurement and management systems. The methodological experimentation to not only bring rigor in model building but also use interpretive tools is an innovative attempt to clarify the “what”, “how” as well as “why” aspects of model building.

Details

International Journal of Productivity and Performance Management, vol. 62 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 9 August 2013

Uday Kumar, Diego Galar, Aditya Parida, Christer Stenström and Luis Berges

The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring

6372

Abstract

Purpose

The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring parameters and comments on the lack of structure in and references for the measurement of maintenance performance. The main focus is to determine how value can be created for organizations by measuring maintenance performance, examining such maintenance strategies as condition‐based maintenance, reliability‐centred maintenance, e‐maintenance, etc. In other words, the objectives are to find frameworks or models that can be used to evaluate different maintenance strategies and determine the value of these frameworks for an organization.

Design/methodology/approach

A state‐of‐the‐art literature review has been carried out to answer the following two research questions. First, what approaches and techniques are used for maintenance performance measurement (MPM) and which MPM techniques are optimal for evaluating maintenance strategies? Second, in general, how can MPM create value for organizations and, more specifically, which system of measurement is best for which maintenance strategy?

Findings

The body of knowledge on maintenance performance is both quantitatively and qualitatively based. Quantitative approaches include economic and technical ratios, value‐based and balanced scorecards, system audits, composite formulations, and statistical and partial maintenance productivity indices. Qualitative approaches include human factors, amongst other aspects. Qualitatively based approaches are adopted because of the inherent limitations of effectively measuring a complex function such as maintenance through quantitative models. Maintenance decision makers often come to the best conclusion using heuristics, backed up by qualitative assessment, supported by quantitative measures. Both maintenance performance perspectives are included in this overview.

Originality/value

A comprehensive review of maintenance performance metrics is offered, aiming to give, in a condensed form, an extensive introduction to MPM and a presentation of the state of the art in this field.

Details

Journal of Quality in Maintenance Engineering, vol. 19 no. 3
Type: Research Article
ISSN: 1355-2511

Keywords

1 – 10 of over 111000