Search results

1 – 10 of over 207000
Click here to view access options
Article
Publication date: 1 December 1995

David Sinclair and Mohamed Zairi

In the third of three articles introduces a model of totalquality‐based performance measurement. The model includes five sections:strategy development and goal deployment;…

Downloads
12213

Abstract

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.

Details

Business Process Re-engineering & Management Journal, vol. 1 no. 3
Type: Research Article
ISSN: 1355-2503

Keywords

Click here to view access options
Article
Publication date: 1 June 2004

James A. Brimson

Asserts that for many organizations the key to management survival is to maintain performance equilibrium. Notes that management systems have essentially remained…

Abstract

Asserts that for many organizations the key to management survival is to maintain performance equilibrium. Notes that management systems have essentially remained unchanged for many decades. Companies organize into functional groups with a hierarchical chain of command, they set strategic direction with a planned revenue and profit margin targets, they embed the revenue and profit targets in a budget, and they measure financial and operational performance results of the organization. Notes that successful performance is often a mirage, where good results mask a myriad of problems. Posits that process management can help organizations address these challenges and a process understanding enables managers to recognize why results are as reported and, more importantly, what results are likely to be in the future. Such insight enables managers to take proactive action to improve the results. Provides some guidelines.

Details

Measuring Business Excellence, vol. 8 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Click here to view access options
Article
Publication date: 23 December 2021

Fathima Nishara Abdeen, Yasangika Gayani Sandanayake and Thanuja Ramachandra

The performance of the facilities management supply chain (FMSC) in the hotel sector is challenged by the diverse nature of parties involved, their relationships and the…

Abstract

Purpose

The performance of the facilities management supply chain (FMSC) in the hotel sector is challenged by the diverse nature of parties involved, their relationships and the flows of services and products. Although performance measurement systems have been endorsed by researchers worldwide as a mechanism to evaluate and improve performance, there seems lack of mechanisms to evaluate the FMSC performance in hotels. Hence, this paper aims to develop a framework that would enable to evaluate FMSC performance in hotels.

Design/methodology/approach

A case study strategy was used, where 3 five-star hotels in Sri Lanka were studied for the purpose. The data was collected through semi-structured interviews conducted with 21 professionals involved in FMSC and through document reviews. A content analysis was performed and the framework was developed. This was validated with 3 subject matter experts in the field.

Findings

The study findings revealed that the FMSC process is different from manufacturing and service supply chain (SC) processes as it comprises both product and service elements and incorporates internal, as well as external customers. The developed FMSC process comprises seven sub-processes as follows: delivery of products, delivery of services, sourcing, make/fulfil, delivery of FM services and products, receipt of FM services and receipt of products by customers. Based on the derived FMSC process and the key activities, 38 key performance indicators were developed and used in the framework to evaluate the performance of FMSC.

Originality/value

The developed performance evaluation framework is expected to facilitate performance measurement of the SC and enhance its performance. Further, it would enhance cooperation among FMSC partners and assist in achieving FMSC excellence.

Details

Facilities , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0263-2772

Keywords

Click here to view access options
Article
Publication date: 23 July 2021

Negin Maddah and Emad Roghanian

The underlying purpose of this paper is to propose a comprehensive framework evaluating the performance of business units of an organization with a process perspective…

Abstract

Purpose

The underlying purpose of this paper is to propose a comprehensive framework evaluating the performance of business units of an organization with a process perspective, identifying the most influential performance indicators, enabling managers to make more informed decisions based on data recording every day in their operational information systems.

Design/methodology/approach

For proposing the conceptual framework of performance evaluation a synchronized analysis of selected process' data, obtained from an integrated information system of an Iranian chain store, was performed.

Findings

The superiority of the proposed framework results is demonstrated in comparison to applying the process mining solely; principal component analysis was identified as an efficient link between process mining and data envelopment analysis. Also, based on the final data analytics, the units' throughput times and the variety of brands and suppliers had the most impact on their performances.

Research limitations/implications

The data of abundant business units and performance indicators, which would have allowed adding data prediction and other data analytics techniques for more insight, was not able to be accessed.

Practical implications

Organizations' managers can use the framework to evaluate their business units' current status and then prioritize their resources based on the most influential performance indicators for overall improvement.

Originality/value

The study contributes to the research on performance management and process mining by presenting a comprehensive framework with two levels of data analytics. It stresses discovering what is happening in business units, and how to prioritize their improvement opportunities learning the significant correlations between performance indicators and units' performance.

Details

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

Keywords

Click here to view access options
Article
Publication date: 5 March 2021

Jukka Hallikas, Mika Immonen and Saara Brax

This study aims to investigate digitalization as a performance driver in supply chains, especially the role of data analytics in the digitalization of procurement. The…

Downloads
1986

Abstract

Purpose

This study aims to investigate digitalization as a performance driver in supply chains, especially the role of data analytics in the digitalization of procurement. The study investigates how digital procurement capabilities are linked to data analytics capabilities and supply chain operational performance and how this links to business success.

Design/methodology/approach

Using operational and dynamic capabilities as foundations for data analytics capabilities, this paper studied the digital procurement capabilities and proposed the conceptual model and hypotheses for empirical testing. The collected industry survey data and structural equation method are then applied to test the hypotheses.

Findings

The study confirms positive and significant relationships among digital procurement capabilities, data analytics capabilities and supply chain performance. Digital procurement capabilities mediate the positive relationship between external data analytics capabilities and supply chain performance.

Research limitations/implications

This study has some limitations that should be addressed. The empirical study was based on survey data from a questionnaire that was probably challenging for some respondent companies with low levels of digital procurement and data analytics. Also, it is necessary to adopt secondary data to measure business performance in future studies which reduces the effect of subjective bias.

Practical implications

From the managerial point of view, the findings highlight the importance of gaining knowledge from gathered data and digitalized processes. Managers must focus on data utilization capabilities to improve the operational performance expected from the digitalization of supply chain activities. In addition, managers need to consider exploiting of data through new creative approaches as part of standardized operations.

Originality/value

The present study contributes to existing knowledge by investigating the mediating role of data analytics capabilities between the digitalization of procurement and supply chain performance. The findings support a positive relationship between the data analytics capabilities and supply chain performance in digital upstream supply chain procurement processes. The present study also clarifies the impact and role of data analytics capabilities in digital supply chain development and success.

Click here to view access options
Article
Publication date: 22 June 2012

Marcelo Bronzo, Marcos Paulo Valadares de Oliveira and Kevin McCormack

How do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated…

Downloads
1613

Abstract

Purpose

How do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated approach for industrial companies, considering the source, make and deliver process areas.

Design/methodology/approach

Based on a survey of 164 Brazilian industrial companies, analysis of data was conducted including descriptive statistics, evaluation of a research model's internal scale reliability, statistical construct path analysis, and structural equation modeling.

Findings

The findings indicate that planning and capabilities must be taken as inter‐related initiatives that jointly influence operations performance. Significant correlations were found amongst these constructs in the source, make and deliver process areas. The model tested on this study was able to explain 84 percent of the variation in the overall performance of the companies sampled.

Research limitations/implications

The reference model was tested using a diversified sample of Brazilian industrial organizations and did not include service or other types of organizations, thereby limiting the generalizability of the results and conclusions. The findings suggest a balanced weight of operations capabilities and planning. Both play an important role on performance. These results can drive organizational strategy, indicating that companies should look to their capabilities, but that developing planning activities driven to the market should be considered mandatory.

Originality/value

Whereas some aspects of the relationship between planning and performance as well as the relationship between capabilities and performance have been reviewed in early contributions, few studies have addressed these complex mediations using an integrated process value approach.

Click here to view access options
Article
Publication date: 21 June 2011

Daniel I. Prajogo and Christopher M. McDermott

This paper aims to examine the relationship between the four cultural dimensions of the competing values framework (CVF) (group, developmental, hierarchical, and rational…

Downloads
11458

Abstract

Purpose

This paper aims to examine the relationship between the four cultural dimensions of the competing values framework (CVF) (group, developmental, hierarchical, and rational cultures) and four types of performance: product quality, process quality, product innovation, and process innovation. Theoretically, this represents the contrasts among the four quadrants of CVF in terms of their respective outcomes, with quality and innovation reflecting the contrast between control and flexibility orientations, and product and process reflecting the contrast between external and internal orientations.

Design/methodology/approach

Data were collected from 194 middle and senior managers of Australian firms who had knowledge of past and present organizational practices relating to quality and innovation‐related aspects in the organization.

Findings

Developmental culture was found to be the strongest predictor among the four cultural dimensions, as it shows relationships with three of the performance measures: product quality, product innovation, and process innovation. Rational culture shows a relationship with product quality, and along with group and hierarchical cultures, it also plays a role in predicting process quality.

Practical implications

The results provide key insights for managers to appropriately understand the fit between the culture and the strategic direction of the firm. The findings also encourage firms to appreciate the balanced view on what seems to be multiple cultural characteristics within the same organization.

Originality/value

By simultaneously examining the relationships between different cultural dimensions and different types of performance, this paper extends the previous empirical studies which linked CVF with a specific measure of performance.

Details

International Journal of Operations & Production Management, vol. 31 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

Click here to view access options
Article
Publication date: 4 July 2016

Marlen Christin Jurisch, Zuzana Rosenberg and Helmut Krcmar

Even today still many business process change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that…

Downloads
1785

Abstract

Purpose

Even today still many business process change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that BPC practitioners and researchers understand the risks inherent in BPC projects, and that they adapt their risk management processes to account for and mitigate these risks. Thus, the purpose of this paper is to investigate which emergent risks matter in BPC project.

Design/methodology/approach

The authors adopted case survey methodology and investigated data from 130 case studies to show the nature and magnitude of relationships between organizational support risks, volatility risks, and BPC project and process performance.

Findings

The results show that organizational support risks influence both the overall BPC project performance and process performance. Whereas, volatility risks influence project performance but appear to have no direct impact on the process performance. Both organizational support risks and volatility risks show influence on project management practices.

Research limitations/implications

The study show several limitations that might be assigned to the case survey methodology, such as use of secondary data or publication bias.

Practical implications

The authors provide considerable support which emergent risks matter in BPC projects.

Originality/value

The contribution of this study takes several forms. It fills a gap in the literature concerning emergent risk factors inherent in BPC projects. The authors provided theoretical explanation of the effects of emergent risks on BPC project and process performance. And lastly, the authors have demonstrated the usefulness of case survey methodology in BPC research.

Details

Business Process Management Journal, vol. 22 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Click here to view access options
Article
Publication date: 1 August 2004

Sergio Beretta

Managing firms in complex contexts demands high levels of integration. In order to satisfy this increasing need, firms facing competitive environments are extensively…

Abstract

Managing firms in complex contexts demands high levels of integration. In order to satisfy this increasing need, firms facing competitive environments are extensively investing in IT, namely in ERP systems. As matter of fact, the mere implementation of ERP systems can only support one of the dimensions through which integration is enacted: the information dimension. Other dimensions (cognitive and managerial) have to be reinforced in order to get effective integration. Moving from the proposition of a multidimensional concept of organizational integration, the paper analyses the integrative properties of process based performance measurement systems. It is contended that process based performance measures, on the one hand, make processes visible and relevant to people, so addressing their decisions and actions in an integrative perspective; on the other hand, the same measures drive performance improvement based upon effective integration. The paper is structured in three parts. The first part proposes a multidimensional view of the concept of integration. The second part presents a framework for the design of process based performance measurement systems. The third part discusses the case of a large multinational chemical company that has re‐focused its performance management systems on the process dimension, after the partially successful implementation of a company wide ERP system.

Details

Managerial Finance, vol. 30 no. 8
Type: Research Article
ISSN: 0307-4358

Keywords

Click here to view access options
Article
Publication date: 3 June 2014

Allen D. Engle, Marion Festing and Peter J. Dowling

Global performance management (GPM) systems are a central element of measuring the efficacy of an increasingly complex array of global mobility activities – an element…

Abstract

Purpose

Global performance management (GPM) systems are a central element of measuring the efficacy of an increasingly complex array of global mobility activities – an element that has developed rapidly in the last ten years or so. This conceptual review of GPM consists of four major sections. First, three approaches to international human resource management are presented. Second, the paper discusses three models of performance management, one some 24 years old and grounded in a long tradition of formalized, explicit universalistic US-based performance management theory and two more recent conceptual reviews particular to global issues of performance management. Third, the paper presents a four-stage process model of GPM. Each of the four stages will be discussed in turn, and the various perspectives of recent empirical and conceptual publications on GPM will be mapped onto the four stage model. The purpose of this paper is to conclude with a discussion of recommendations for how this process model can speed the development of research in this new topic domain. The paper also suggests that practitioners may use a modified version of this four step process model to initiate a more systematic global audit of the nature and effectiveness of their array of global assignments.

Design/methodology/approach

This conceptual review paper consists of a proposed framework for understanding how issues of global standardization and local customization may be understood while examples of issues applied to the framework are presented from a review of articles from 2002 until 2013. The concentrated review going back some ten years was an effort to find a sample large and relevant enough to capture a rapidly developing field, while being small enough to allow a meaningful analysis of results.

Findings

Whereas there are a number of articles in the recent literature reviewing local applications of extant GPM systems, there is very little empirical research on how these systems are designed or how they are evaluated and the results applied on a micro (individual expatriate or local employee) level or on a macro (firm) level.

Originality/value

The paper concludes with a series of observations on the results of the analysis and suggestions for future research, so that the academic and professional communities may move forward in this topic domain in a more efficient, complete and coordinated fashion.

Details

Journal of Global Mobility, vol. 2 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

1 – 10 of over 207000