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The purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective.

An evolving performance management framework, i.e. flexible strategy game-card has been taken as the basis to develop the strategic performance management model, where strategic factors have been identified through thematic content analysis and the hierarchical structure of factors has been developed using TISM.

Two total interpretive structural models have been developed, one for enterprise-related strategic factors, and another for subscriber-related strategic factors. These hierarchical structures portray the leading and lagging factors of performance, and showcase that financial performance indicators are the lagging indicators.

This study has implications for both practitioners and academics. For practitioners, it provides an indicative list of strategic factors relevant for Indian telecom companies, which drive better financial results as well as a list of strategic factors that subscribers consider while assessing the performance of telecom operators. For academics, the methodology used provides a mechanism to conduct an exploratory study by identifying the variables of interest and highlighting their interactions through hierarchical structures.

The proposed strategic performance management models developed through qualitative modelling technique is a new effort altogether in the context of Indian telecom operators’. Capturing subscribers’ perspective of firm's performance is neglected in existing performance management literature, and this study makes a contribution in this regard.

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

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.

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.

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.

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.

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.

This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better.

Flexible strategy game-card, an evolving performance management framework, has been taken as the basis for the development of a strategic performance management model. Thematic content analysis is used to analyze semi-structured interviews and for identifying strategic factors related to performance. Total interpretive structural modeling (TISM) is used to develop the hierarchical structure of these performance strategic factors. Case-lets and statistical analysis are used to further validate these models.

The study proposes a strategic performance management model for Indian automobile enterprises that can be considered as a conceptual framework which helps to identify the leading and lagging factors of performance. This can be considered as an exploratory study for conceptualization and can be further validated through empirical testing.

The research methodology adopted here gives a guideline to researchers for conducting an exploratory study where they can identify the factors/variables of interest through semi-structured interviews and thematic content analysis. The TISM helps to develop the poorly articulated mental model in a well-structured hierarchical form, which would help to get more insights in relation to performance.

The study fills the gaps by addressing the issue of performance in the Indian context by identifying strategic performance factors for automobile enterprises. There is an attempt to demonstrate the application of an evolving performance management framework, i.e. flexible strategy game-card. The methodological rigor and application of mixed methods adds value to the knowledge base by providing a mechanism to conduct an exploratory study for the area of interest.

Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely driven by enterprise viewpoint. Considering dynamic nature of Indian telecom industry where customers hold high bargaining power in the industry, flexible strategy game-card has been adopted as a theoretical basis. The purpose of this study is to capture an “outside-in view” of enterprise performance by incorporating performance measurement from customers’ perspective and highlight dual perspectives of performance, i.e. enterprise and customers’.

Rigorous empirical data analysis tools have been used on the data collated through opinion survey to develop strategic performance management model for Indian telecom service providers where mediation effects of customers’-based strategic factors have also been captured.

The findings emphasize the fact that financial performance indicators are outcome variables that are driven by the external environment, internal organizational structure and business processes. An effective performance management system (PMS) should consist enabling performance indicators (customers’ perspective) in addition to leading and lagging performance indicators that are widely discussed in the literature.

The set of performance indicators identified is in the context of Indian telecom service operators, which should be used in another context with full caution. The generalization of the empirically validated strategic performance management model in other country context is limited. However, the process of development of PMS could be taken as an example to replicate in any other context.

Measuring an enterprise performance from customers’ perspective is the major contribution of this study. With the diverse set of performance indicators, effective PMS can be developed and deployed where tangible measures act as lagging indicators, namely, situational and operational, strategic measures act as leading indicators, and subscribers’ crucial assessment measures act as enabling indicators.

The purpose of this paper is to investigate the role of exogenous factors in the strategic performance of construction companies. A conceptual model is proposed where strategic performance is influenced by a two‐dimensional construct composed of market conditions and strategic alliances.

A questionnaire survey was administered to 73 construction companies. Structural equation modeling was used to analyze the data and test the hypothesis that strategic performance is impacted by exogenous factors. The individual constructs used in the study passed the internal reliability test, all factor loadings were statistically significant at α=0.05, all goodness of fit indices consistently indicated a good fit, and the hypothesized path coefficient was large and significant at α=0.05.

The hypothesis was supported by the data and analysis. Indeed, macro‐economic, political, legal, socio‐cultural conditions and the level of competition and demand are expected to impact differentiation strategies, and market/project/partner selection strategies. The quality of the relationships with government agencies and clients is expected to influence client/project/market selection strategies, while the quality of the relationships with labor unions may affect the ability to differentiate by using innovative construction methods, materials and equipment.

It is likely that endogenous factors such as company resources, capabilities and project management competencies also impact strategic performance. But the study is confined only to the exogenous factors of market conditions and strategic alliances.

The findings of the study benefit construction company executives in that they make the executives more cognizant of the market environment and they draw the executives' attention to the importance of alliances with other parties. While market conditions are beyond the control of construction executives, relationships with other parties are somewhat within their sphere of influence.

Only a few studies have ever investigated non‐financial measures to assess the effectiveness of company strategies. Also, exogenous factors which are unavoidable in a project environment were also rarely discussed in the construction management literature. The originality of this study is that it uses non‐financial measures to assess the effects of exogenous factors on strategic performance.

The purpose of this paper is to explore the relationships between strategic interventions with firm’s performance using flexible strategy game-card (FSGC) approach in the context of one of the Indian telecom service providers.

The paper adopts the case research methodology and follows the seven-step mechanism of implementing FSGC for designing performance management system (PMS) for case company.

The paper adopts an evolving performance management framework for development of PMS in the context of Indian enterprise, where there is limited work done in this field. It showcases identification of strategic factors from enterprise perspective, and subscribers’ perspective; defining measures, targets, strategic directions; alignment of strategic actions with strategic directions; executing strategic actions; and review and feedback, thus, the process of PMS development covers the entire cycle of strategy formulation and implementation.

The findings of case analysis is limited to the context of the study, which cannot be generalized, but the mechanism of PMS development can be taken as an exemplary for development of FSGC in the context of any enterprise.

The paper makes a contribution to the body of knowledge of performance measurement and management in terms showing its linkages with strategic interventions, and thus it leads to develop an effective PMS. The case illustration in context of the Indian enterprise makes a sectoral contribution.

Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored.

The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based structural equation modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program.

The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, the results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance.

The first is related to organizational bias. It seems likely that those firms which are not satisfied with their TQM system performance would be less likely to be motivated to contribute to the development of this study. Therefore, the authors have included in the sample a higher proportion of “good” systems than is the case in the population at large. Second, although the authors provide evidence of causality, causality itself has not been proven. Third, this research relies mainly on perceptions and the authors only used a single method to elicit these perceptions. Finally, this research was carried out in a specific geographical setting (Spanish companies) and the authors must be cautious about generalizing these results in other contexts.

This study offers a substantial number of practical implications. First firms’ managers should emphasize that continuous improvement, benchmarking and zero-defects mentality is a never-ending process. Especially, they should understand that reliable product/service design is critical to exceed the customers’ expectations, leading to improved business success. The results of this study should also lead managers to seeing a “return on investment” in their efforts to implement a TQM program by first, paying more attention on how to implement the instrumental factors, and second, avoiding the belief that the passage of time and experience-based learning will bring business performance enhancement and success on their own.

Although, the literature agrees that strategic factors are valuable assets and have a crucial role in the deployment of TQM systems, the study empirically validates this assertion. However, at the same time it shows that this impact on performance is stronger and much more significant by reconfiguring instrumental factors. This implies that strategic and tactical factors do have an effect on business success, but they do so indirectly, by reconfiguring and reinforcing instrumental factors that better fit the stakeholders’ needs and expectations.

The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. The study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.

This study investigates the effect of strategic internal critical factors on strategic alliance performance in an emerging market, the Kingdom of Saudi Arabia.

Multivariate statistical analysis technique Partial Least Square-Squared Equation Model is used for data analysis considering a survey of 260 alliance managers.

Environmental complexity moderates the relationship between strategic internal critical factors and strategic performance. A significant positive effect of strategic internal critical factors on corporation strategic performance was found. It suggests that environment and strategic alliance enable alliance managers and decision-makers to translate alliance strategies and improve the overall organization’s performance outcome, productivity, efficiency, availability of a product and profitability.

The findings disseminate beneficial implications for alliance managers regarding how they can best use their capability to maximize alliance performance. Realizing the antecedents of strategic alliance performance allows a manager to be sensitive about the influent factors and try to improve the alliance performance.

This paper shows how to create associations between interfirm coordination as a framework of new ventures for implementing radical technological change, firm performance in the post-innovation period, industry and firm innovative output.

This study empirically investigates the significance of the core competencies on various economic performance indices by utilizing accounting and market-based performance in Chinese and South Korean leading manufacturing companies.

This research employs a series of hierarchical regression models to test the hypotheses concerning the significance of R&D and export strategy on firms' performance.

This study finds that R&D intensity and foreign trade activities through export are most likely to be significantly associated with firm performance, particularly market-based performance, across the Chinese and South Korea manufacturing companies. The significance of other core strategic factors such as capital intensity, leverage, inventory turnover, labor productivity, administrative cost efficiency, and collection policy on performance was also contemplated.

The relationship between R&D and firm performance has been an interesting issue concerning the performance measures employed across different country settings. Research issues addressed in this paper relate to how R&D, and foreign trade by export influence firm performance across two diverse economic environments inherent of Chinese and South Korean leading manufacturing firms. Particularly, this study explores the directions and magnitudes of the operational and strategic relationships between key strategic factors, such as R&D intensity, export by foreign trade, and the firm's economic and market-based performance.

This study aims to explore the strategic impact of R&D and export activity on the diverse dimensions of US manufacturing firms’ performance. It also explores, using a predictive analytic model, the interactive synergistic effect that R&D and exports have on firm performance.

This study presents an innovative two-stage regression-neural network approach. Complementing conventional statistical analysis, the predictive backpropagation neural network explores the relative impact of R&D and exports and their synergistic effect on firm performance.

This study demonstrates the significant and positive effect of R&D and export strategy/activity on the economic performance of leading US manufacturing firms, particularly on their market-based performance (i.e. sustained growth rate or SGR). Furthermore, this study finds that the synergistic effect of R&D and exports on short-term performance (i.e. return on investment) is positive in high-tech firms but negative in low-tech firms. However, the synergistic effect on SGR is increasingly positive regardless of the level of technology.

In addition to traditional statistical analysis, this study uniquely investigates the relative importance of selected strategic variables, along with R&D and export activity and their differential synergistic effects, for firms’ economic performance in contrasting industry settings (high-tech vs low-tech).