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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.

Organizations wishing to implement TQM face unavoidable profound changes in performance measurement and are in need of guidance and better understanding of the role of different performance measurement methods and systems. The objective of this paper is therefore to provide guidance for future TQM adopters through investigation of existing practices implemented by a group of finalists in the total quality category of Canada Awards for Business Excellence. Especially the usage and perceived appropriateness of different methods are of interest.

A sample of finalists in the total quality category of Canada Awards for Business Excellence was surveyed. The data were collected either through in‐depth personal interviews or by mail/phone using a questionnaire. Next, descriptive statistical techniques were used to analyze the data. T‐statistic tests were performed in order to determine the significance of the results.

Regarding the extent of use and appropriateness of the traditional and TQM‐related performance measures (PMs) and systems/methods (PMS) found in TQM environment, the findings reported that PMs and PMS, used and considered appropriate by TQM adopters, are predominantly process‐oriented (process sequence flow charts, Pareto chart, cause and effect diagram), long‐term‐oriented (market research/customer survey, percentage of sales from new products and absolute market share), and customer‐oriented (number of complaints, percentage on‐time delivery, overall customer satisfaction).

The small sample limited exclusively to finalists in the total quality category of Canada Awards for Business Excellence may be a limitation.

This research provides guidance for companies considering implementation of TQM or in the process of adopting TQM with regard to the design of a performance measurement system that would support their TQM efforts successfully.

This research is looking at extent of use of performance measures and methods and at their perceived appropriateness by TQM adopters at the same time. Thanks to this approach it provides valuable insights into performance measurement in TQM both for academics and for practitioners.

The case study analysis presented in the first article allowed the generation of a preliminary model of total quality‐based performance measurement systems. This second of three articles uses the data obtained from 15 case studies to develop and refine the model by the use of cross‐case analysis and comparison of the findings with literature, following the approach suggested by Kathleen Eisenhardt.

Measurement of the performance of entire supply chains is an important issue because it allows for “tracking and tracing” of efficacy and efficiency failures and leads to more informed decision making with regard to chain design. However, the choice of appropriate supply chain performance indicators is rather complicated due to the presence of multiple inputs and multiple outputs in the system. Therefore, this paper aims to evaluate the usefulness of a novel conceptual model for supply chain performance measurement in an agri‐food supply chain.

A conceptual model for integrated supply chain performance measurement is evaluated in a Dutch‐German tomato supply chain by means of a case study approach.

The proposed conceptual framework is found to be useful for measuring performance of the tomato supply chain. From the case study it is concluded that four main categories of performance measures (i.e. efficiency, flexibility, responsiveness, and food quality) are identified as key performance components of the tomato supply chain performance measurement system.

This research evaluates a novel concept for measuring the performance of agri‐food supply chains. This concept is the first step in developing an integrated performance measurement system that contains financial as well as non‐financial indicators combined with the specific characteristics of agri‐food supply chains. Based on a case study in the tomato supply chain, this concept is found to have potential.

Sustainable competitiveness can only come through building robustness into processes and their effective management and control. Through a culture of continuous improvement and using the Deming Cycle of plan‐do‐check‐act, complacency can be prevented and value optimized for the end customer. Measurement is the trigger for process improvement and the achievement of superior competitive standards. In the first of three articles, following a review of the literature, studies the applications of total quality‐based performance measurement through two case studies. The type of practices highlighted suggest that performance measurement forms a broad, integrated concept in organizations which have implemented TQM. Few organizations have developed a separate “performance measurement system”; performance measurement instead forms an integral part of the management processes and systems within the organization. In the second article, develops a comparison of 15 case studies. From this analysis, introduces and tests a model of total quality‐based performance measurement in the third article of the series.

Asserts that there is good evidence that service quality may be achieved and sustained in the same way as is currently achieved and sustained in manufacturing industry by using simple measurement techniques. Moreover, there is evidence to suggest that the opportunity for continuous improvement that exists in manufacturing is also available in service applications. A simple experiment, using a small sample, indicated positive signs of predictive validity. The methodology chosen measured the service performance through a self‐assessment technique. A fortuitous error in sampling enabled a de facto control group to be inferred that substantiated the existence of a continuous improvement component that was driven by the “measurement effect”.

The objective of this paper is to develop an integrated model for performance management (PM) of manufacturing industries.

The proposed integrated model consists of performance measurement by the extended Brown Gibson model by considering the objective and the service quality factors. The quality factor measure has been evaluated by using the analytic hierarchy process. On the non‐compliance of the performance measures with the satisfactory levels, quality function deployment is used to redesign the existing manufacturing process.

This study provides a way to identify the current performance of an organization and a methodology for further improvement. An important contribution of this model is that it combines both the qualitative and quantitative dimensions of manufacturing performance measurement. Both the objective and manufacturing quality factors have been converted into consistent dimensionless indices to measure system performance.

This study has demonstrated the applicability of the model to support a manufacturing unit. It has shown how performance measures have been identified and how they can be used to calculate the two different manufacturing units using time, cost and service quality dimensions. Improving performance is a never‐ending process and organizations should strive to achieve it to attain the optimal level of cost and profit, as well as increase customer satisfaction and goodwill, and gain potential future business. Hence, the process of measuring and redesigning manufacturing performance measures needs to be monitored and the implementation plans reviewed often, which is successfully done by this integrated model.

We contend that the integrated model for PM, illustrated with a practical case in this paper makes a contribution to the never‐ending process of performance enhancement for both theory and application, and assists in expanding the boundaries of theory and practicality in this area, thus highlighting the novelty of our approach.

The purpose of this paper is to show how the present article illuminates the process of how information is constructed in performance measurement systems.

The main argument for using performance measurement is that it creates possibilities for managers to gain knowledge about what is going on within the organization and direct future behaviour. The effectiveness of such a knowledge creation process is partly dependent on local circumstances of how information is being created.

In large scale performance measurement systems we can expect that several people are involved in constructing information. These people are either directly involved or have indirect influence over the construction process. Different motives and cognition play an important role as information is shaped and reshaped from the collection of raw data until its final usage in management settings.

The research field is provided with an alternative view of what it means to work with performance measurement. This includes decomposition of the traditional mechanistic view of performance measurement.

Practitioners are urged to be reflective and careful in their usage of performance measurement as they cannot be viewed as objective facts of reality.

The paper contributes with knowledge in an underdeveloped field of research, namely quality of information. It may provide a basis for further research and scholarly analysis.

To consider the extent to which regimes of performance measurement in the public sector are fit for purpose, and the likely outcomes for public services and public sector workers of such performance measurement systems.

The article considers four key issues: the context and content of performance measurement in the public sector, the specific examples of health care and higher education, the limitations of performance measurement systems, and the likely outcomes of performance measurement systems.

Current systems of performance measurement in the public sector are unlikely to have a significant influence on improving services. The most likely outcomes of these systems is further commodification of services and deprofessionalisation of public sector workers.

The article builds on established literature and offers a systematic metaphor‐driven critique of performance management in the public sector, and discusses the implications of this.