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Article
Publication date: 17 December 2018

Alberto Sardi, Patrizia Garengo and Umit Bititci

Literature describes the transformation process of employees’ individual competences into firm-specific competences as a great challenge in the performance management and…

Abstract

Purpose

Literature describes the transformation process of employees’ individual competences into firm-specific competences as a great challenge in the performance management and management field. Recently, to favor the transformation of competences, some companies have adopted enterprise social networking (ESN). However, not enough studies support the understanding of its role in performance management and measurement and scant attention is given to the inclusion of competences in a holistic performance measurement and management system (PMMS). To help close this gap, the purpose of this paper is to develop knowledge on the role of ESN in measurement and management of competences to favor the development of a holistic PMMS.

Design/methodology/approach

The research adopts a multiple case study methodology using a qualitative meta-analysis. It investigates 32 multinational companies by case studies available in the scientific literature.

Findings

The results highlight the use of ESN as a relevant support for the development of a holistic PMMS based on a high maturity in performance measurement and a democratic and participative approach in performance management. ESN provides real-time data collection, analysis and reports that encourage a democratic and participative performance management. It facilitates relationships, knowledge sharing and favors a high maturity performance measurement.

Originality/value

The paper provides implications for theory, practice and society. First, the paper rationalizes the impact of ESN usage on performance measurement and management. Second, it offers new knowledge supporting practitioners in the development of holistic PMMS. Third, it highlights that ESN favors people in self-expression of own capacity, sharing artwork and knowledge on specific topics.

Details

International Journal of Productivity and Performance Management, vol. 68 no. 1
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 8 February 2019

Babak Taheri, Umit Bititci, Martin Joseph Gannon and Renzo Cordina

This study aims to examine how comprehensive performance measurement systems (CPMS) influence entrepreneurial orientation, market-focussed learning (MFL) and employees…

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1018

Abstract

Purpose

This study aims to examine how comprehensive performance measurement systems (CPMS) influence entrepreneurial orientation, market-focussed learning (MFL) and employees’ perceptions of firm performance within a service-provision context. It also considers the moderating effect of low and high levels of perceived market-turbulence (low-turbulence environments [LMT] vs highly turbulent environments [HMT]) on the relationships between these concepts.

Design/methodology/approach

PLS-SEM was used to test the hypothesised relationships using survey responses from 198 employees of a leading multi-branch travel agency in Iran.

Findings

The findings demonstrate that CPMS positively influence MFL and, in doing so, have a positive effect on perceptions of firm performance. However, the findings also suggest that CPMS negatively influence entrepreneurial orientation, and therefore can also negatively influence perceptions of firm performance. Further, the relationships between CPMS, entrepreneurial orientation, MFL and firm performance are stronger for HMT when compared to LMT for all relationships.

Practical implications

Industry managers should adapt their CPMS to include measures specific to intra-organisational entrepreneurship and innovation and should pursue greater understanding of changing customer preferences.

Originality/value

This study highlights the importance of MFL as a means of avoiding the negative impact of underdeveloped market research on performance in the turbulent Iranian context. Contrary to previous literature, it provides an example of how CPMS can negatively influence entrepreneurial orientation in such environments.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

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Article
Publication date: 15 November 2018

Mike Bourne, Steven Melnyk and Umit S. Bititci

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8901

Abstract

Details

International Journal of Operations & Production Management, vol. 38 no. 11
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 19 July 2011

Umit S. Bititci, Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo, Stephen Gibb, Jillian MacBryde, David Mackay, Catherine Maguire, Robert van der Meer, Farhad Shafti, Michael Bourne and Seniye Umit Firat

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of…

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7881

Abstract

Purpose

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.

Design/methodology/approach

The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.

Findings

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.

Research limitations/implications

Within the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.

Practical implications

The results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.

Originality/value

This paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

Details

International Journal of Operations & Production Management, vol. 31 no. 8
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 April 2002

Gavin McDougall, John R. Kelly, John Hinks and Umit S. Bititci

With the purpose of creating a forum for discussion on the scope and nature of building performance evaluation. This paper provides a definition of performance measurement…

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1627

Abstract

With the purpose of creating a forum for discussion on the scope and nature of building performance evaluation. This paper provides a definition of performance measurement from an organisational perspective, and a review of three leading industry tools for post‐occupancy evaluation that examines the gap between evaluation and measurement. The paper concludes by asking what role facilities managers might play in building performance appraisal, what barriers cost imposes on measurement of the built infrastructure, and what are the limitations regarding the methods included in the review.

Details

Journal of Facilities Management, vol. 1 no. 2
Type: Research Article
ISSN: 1472-5967

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Article
Publication date: 1 January 1990

UMIT S. BITITCI and ALLAN S. CARRIE

During recent years integration has been the key issue for many manufacturing organisations. The authors review recent developments and ongoing research work and propose a…

Abstract

During recent years integration has been the key issue for many manufacturing organisations. The authors review recent developments and ongoing research work and propose a methodology based on existing tools and techniques which would allow integration of the material flow system with the supporting information system.

Details

Logistics Information Management, vol. 3 no. 1
Type: Research Article
ISSN: 0957-6053

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Article
Publication date: 1 May 1997

Umit S. Bititci, Allan S. Carrie and Liam McDevitt

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage…

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19324

Abstract

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system. These are: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system. The reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.

Details

International Journal of Operations & Production Management, vol. 17 no. 5
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 May 2006

Joniarto Parung and Umit S. Bititci

The objective of this paper is to provide a model that could be used to define success in a collaborative network by measuring: partners' contribution, partners'…

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1284

Abstract

Purpose

The objective of this paper is to provide a model that could be used to define success in a collaborative network by measuring: partners' contribution, partners' involvement (shown in the health of the relationship between partners), and partners' outcome.

Design/methodology/approach

The methodology of this research consists of three stages: review, constructing and testing. Review stage comprised of a critical review of the literature in order to understand the characteristics of collaborative network organisations and the reasons behind the failures in collaborative networks. Construction stage resulted in development of a conceptual metric for managing collaborative networks. Testing stage tested the model through case study in a collaborative networks organisation.

Findings

The model shows three kinds of measurements that might influence the success of collaborative networks. The contribution measurement uses Analytical Hierarchy Process approach to measure partners' contribution. Likert scale is also applied to measure the health of the relationships based on key performance indicators of relationship attributes. Analytical with mathematical approach is employed to measure the partners' outcome of the collaborative network.

Research limitations/implications

The model is developed based on analytic strategy and need to be chained to present reality in a particular case(s). This paper presents application of the model into a single collaborative network. The fact that this collaboration has been engaged for more than a year in order to develop a particular product, but it was difficult to identify all outcomes precisely. Further research is required with larger sample sizes and with longer time in collaboration to confirm and enhance the conclusions of this paper.

Practical implications

The model provides a practical way of assessing three network's measurements with respect to their objectives. It also provides a useful mechanism for facilitating a discussion between partners in a network.

Originality/value

This paper contributes to the body of knowledge by developing a methodology for measuring partners' contribution, involvement and outcome in the collaborative network as a system within IDEF0 functional modelling. The paper presents a novel metric for measuring contribution, health and outcome of a collaborative network.

Details

Journal of Modelling in Management, vol. 1 no. 2
Type: Research Article
ISSN: 1746-5664

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Article
Publication date: 1 June 2000

Umit S. Bititci, UTrevor Turner and Carsten Begemann

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic…

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13905

Abstract

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.

Details

International Journal of Operations & Production Management, vol. 20 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 1 April 2005

Umit S. Bititci, Kepa Mendibil, Veronica Martinez and Pavel Albores

The purpose of this research paper is to demonstrate how existing performance measurement may be adopted to measure and manage performance in extended enterprises.

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7001

Abstract

Purpose

The purpose of this research paper is to demonstrate how existing performance measurement may be adopted to measure and manage performance in extended enterprises.

Design/methodology/approach

The paper reviews the literature in performance measurement and extended enterprises. It explains the collaborative architecture of an extended enterprise and demonstrates this architecture through a case study. A model for measuring and managing performance in extended enterprises is developed using the case study.

Findings

The research found that due to structural differences between traditional and extended enterprises, the systems required to measure and manage the performance of extended enterprises, whilst being based upon existing performance measurement frameworks, would be structurally and operationally different. Based on this, a model for measuring and managing performance in extended enterprises is proposed which includes intrinsic and extrinsic inter‐enterprise coordinating measures.

Research limitations/implications

There are two limitations this research. First, the evidence is based on a single case, thus further cases should be studied to establish the generalisibility of the presented results. Second, the practical limitations of the EE performance measurement model should be established through longitudinal action research.

Practical implications

In practice the model proposed requires collaborating organisations to be more open and share critical performance information with one another. This will require change in practices and attitudes.

Originality/value

The main contribution this paper makes is that it highlights the structural differences between traditional and collaborative enterprises and specifies performance measurement and management requirements of these collaborative organisations.

Details

International Journal of Operations & Production Management, vol. 25 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

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