Strategic Performance Projects and Progress-Reforming Evaluation in Albania, Under EU Influences

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

Download Full-text

Scoring strategic performance: a pragmatic constructivist approach to strategic performance measurement

Journal of Management & Governance ◽

10.1007/s10997-012-9216-7 ◽

2012 ◽

Vol 17 (1) ◽

pp. 5-34 ◽

Cited By ~ 11

Author(s):

Falconer Mitchell ◽

Lars Bråd Nielsen ◽

Hanne Nørreklit ◽

Lennart Nørreklit

Keyword(s):

Performance Measurement ◽

Constructivist Approach ◽

Strategic Performance

Download Full-text

The mediating role of fairness on the effectiveness of strategic performance measurement systems

Personnel Review ◽

10.1108/pr-07-2020-0573 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Kevin Baird ◽

Sophia Xia Su ◽

Nuraddeen Nuhu

Keyword(s):

Performance Appraisal ◽

Human Resource ◽

Performance Measures ◽

Content Type ◽

Strategic Performance ◽

Measurement Systems ◽

Mediating Role ◽

Performance Measurement Systems ◽

Insight Into

PurposeThis 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/approachData were collected using an online survey distributed to 656 Australian middle and lower level managers.FindingsThe 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/valueThe 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.

Download Full-text