Strategic orientation and performance measurement model in Taiwan's travel agencies

2008 ◽  
Vol 28 (10) ◽  
pp. 1357-1383 ◽  
Author(s):  
Leo Huang
Keyword(s):  
Performance Measurement ◽  
Measurement Model ◽  
Strategic Orientation ◽  
Travel Agencies ◽  
And Performance

Behavioral-Economic Nudges and Performance Measurement Models

2014 ◽  
Vol 27 (1) ◽  
pp. 27-45 ◽  
Author(s):  
Mary A. Malina ◽  
Frank H. Selto
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Empirical Support ◽  
Measurement Model ◽  
Data Availability ◽  
Behavioral Economic ◽  
The Balanced Scorecard ◽  
Measurement Models ◽  
Economic Framework ◽  
And Performance

ABSTRACT We describe the context wherein a Fortune 500 company's performance measurement model (PMM) has endured and evolved over a 15-year period. The PMM's tenure and continued importance refute the alleged faddish nature of PMMs such as the Balanced Scorecard, at least in this case, and allow identification of factors that add to theory about PMM longevity. We use a behavioral-economic framework and qualitative and quantitative data to examine the mechanisms behind this successful PMM. Aspects of the way the PMM is designed and implemented appear to enable the company using the PMM to exploit or mitigate common behavioral heuristics and biases in decision-making. The PMM helps manage cognitive load in a way that is consistent with the company's priorities, and it manages biases by allowing the company to frame performance information in ways that nudge managers toward strategically important results and risks. The behavioral-economic connection might be a reason why this PMM, and perhaps others, endures. Thus, this study adds to and presents preliminary empirical support for testable behavioral-economic PMM theory. Data Availability: Use of all data collected for this study is regulated by a strict nondisclosure agreement, which requires the researchers to protect the company's identity and its proprietary information.

Development of Key Performance Measures for Sustainable Manufacturing in Global SMEs

2017 ◽  
pp. 1000-1008
Author(s):  
Sujit Singh ◽  
Ezutah Udoncy Olugu ◽  
Siti Nurmaya Musa
Keyword(s):  
Performance Measurement ◽  
Sustainable Manufacturing ◽  
Green Manufacturing ◽  
Measurement Model ◽  
Performance Measurements ◽  
Sustainability Performance ◽  
Manufacturing Performance ◽  
Negative Environmental Impact ◽  
And Performance ◽  
Traditional Manufacturing

Sustainable manufacturing strives to produces the goods by minimizing negative environmental impact and reducing the resource consumptions. It also strives for safety of employee and community while maintaining an affordable cost. This study focuses on the development of a set of measures and metrics for assessing sustainability performance of manufacturing SMEs. In this study, various literatures on sustainable manufacturing performance measurement, green manufacturing, traditional manufacturing performance measurement and performance measurements in manufacturing small and medium enterprises (SMEs) are reviewed. Triple Bottom Line (TBL) is considered as framework in order to establish the relevant measures in an effective and comprehensive manner. The measures for performance measurements are classified in the three aspects of TBL known as economic, environmental and social. Therefore, 6 measures with 26 indicators, 8 measures with 31 indicators and 3 measures with 23 indicators were identified for economic, environmental and social aspects respectively. To establish the importance and applicability of developed measures, a survey will be conducted among the experts from academics and industries. Using survey results, a sustainability performance measurement model will be developed and presented.

AN 'AMALGAMATED-MODEL' OF PERFORMANCE MEASUREMENT FOR PRIVATE FINANCE INITIATIVE PROJECT IN MALAYSIA

2017 ◽  
Vol 2 (1) ◽  
pp. 19
Author(s):  
Nor Suzila Lop ◽  
Kharizam Ismail ◽  
Haryati Mohd Isa
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Measurement Model ◽  
Project Performance ◽  
Private Finance Initiative ◽  
Private Finance ◽  
Measurement Models ◽  
The Core ◽  
And Performance ◽  
Measurement Approach

In Private Finance Initiative (PFI), payment for services is based on pre­determined standards and performance. Thus, Key Performance Indicators (KP ls) have been used to measure this performance. However, in Malaysia, the absence of an effective KP Is is identified as one of the core criticisms for measuring the PFI projects performance. Therefore, two objectives are established which are; to investigate the implementation of various PFI performance measurement models across the globe and how these models can be adopted within PFI in the Malaysia s context. Finally, an 'Amalgamated-Model' of Performance Measurement approach for PFI Project in Malaysia is proposed for measuring the project performance. The outcomes of this research can serve as a theoretical base for the improving performance measurement model in monitoring and measuring PPP projects performance in Malaysia. 

scholarly journals Design of a CRM Level and Performance Measurement Model

2018 ◽  
Vol 10 (7) ◽  
pp. 2567 ◽  
Author(s):  
Anna Krizanova ◽  
Lubica Gajanova ◽  
Margareta Nadanyiova
Keyword(s):  
Performance Measurement ◽  
Brand Management ◽  
Slovak Republic ◽  
Measurement Model ◽  
Customer Relationship ◽  
Management Level ◽  
Customer Support ◽  
Current State ◽  
And Performance ◽  
Complex Indicators

The main objective of the contribution is to create the CRM (Customer Relationship Management) level and performance measurement model. It is almost impossible to create an absolutely universal model. On the other hand, we can develop a model in a particular sector based on the most advanced CRACK method with nine key areas such as Brand management, Offer management, Classic marketing, Sales activities, Service and support activities, Logistics operations, Compliance with promised terms, Internet activities, Customer Support, and Complex indicators. The monitored criteria in the key areas were determined on the basis of an objective questionnaire survey conducted by the pharmaceutical industry on the B2B market in the Slovak Republic. One of the primary requirements for the construction of the model was to obtain information to help predict the future development of performance because only in this way can the company correct CRM activities. Based on the data acquisition methodology, we can evaluate the CRM level and performance measurement model not only as a current state indicator but also as a foresight with insight based on hindsight because companies that choose to get info from customers will want to get closer to the desired optimal values of the customers.

Development of Key Performance Measures for Sustainable Manufacturing in Global SMEs

2016 ◽  
pp. 210-218 ◽  
Author(s):  
Sujit Singh ◽  
Ezutah Udoncy Olugu ◽  
Siti Nurmaya Musa
Keyword(s):  
Performance Measurement ◽  
Sustainable Manufacturing ◽  
Green Manufacturing ◽  
Measurement Model ◽  
Performance Measurements ◽  
Sustainability Performance ◽  
Manufacturing Performance ◽  
Negative Environmental Impact ◽  
And Performance ◽  
Traditional Manufacturing

Sustainable manufacturing strives to produces the goods by minimizing negative environmental impact and reducing the resource consumptions. It also strives for safety of employee and community while maintaining an affordable cost. This study focuses on the development of a set of measures and metrics for assessing sustainability performance of manufacturing SMEs. In this study, various literatures on sustainable manufacturing performance measurement, green manufacturing, traditional manufacturing performance measurement and performance measurements in manufacturing small and medium enterprises (SMEs) are reviewed. Triple Bottom Line (TBL) is considered as framework in order to establish the relevant measures in an effective and comprehensive manner. The measures for performance measurements are classified in the three aspects of TBL known as economic, environmental and social. Therefore, 6 measures with 26 indicators, 8 measures with 31 indicators and 3 measures with 23 indicators were identified for economic, environmental and social aspects respectively. To establish the importance and applicability of developed measures, a survey will be conducted among the experts from academics and industries. Using survey results, a sustainability performance measurement model will be developed and presented.

scholarly journals ANALISIS HUBUNGAN STRATEGI BISNIS, MODEL PENGUKURAN KINERJA, KINERJA PERUSAHAAN DAN NILAI PERUSAHAAN (STUDI EMPIRIS PADA INDEKS ISLAM JAKARTA)

2019 ◽  
Vol 2 (1) ◽  
pp. 99-111
Author(s):  
Eko Hariyanto
Keyword(s):  
Performance Measurement ◽  
Corporate Strategy ◽  
Corporate Performance ◽  
Measurement Model ◽  
Company Performance ◽  
Research Subjects ◽  
Strategic Variable ◽  
And Performance ◽  
The Cost ◽  
The Relationship

This study aims to obtain empirical evidence about the relationship between corporate strategy, performance measurement model, company performance and value of the firm. The research subjects are companies that have gone public and entered the Jakarta Islamic Index in 2013 until 2017. The number of samples in this study were 30 companies. By using path analysis in analyzing data, it is known that the results of this study, it can be concluded that value of the firm is directly influenced by the variable corporate performance and performance measurement model. The cost leader strategic variable influences the corporate performance and performance measurement model variables, while the product deferencial strategic directly influences corporate performance. It is hoped that this research will be used as a basis for decision making about the company's strategy and its performance measurement model.

Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk

2020 ◽  
Vol 10 (1) ◽  
pp. 63-71
Author(s):  
Nurhaeda Abbas ◽  
Anggraini Sukmawati ◽  
Muhammad Syamsun
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Strategic Objectives ◽  
Depth Interview ◽  
And Performance ◽  
The Right ◽  
Hierarchy Process ◽  
The Relationship

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future.  Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

Sign in / Sign up

Export Citation Format

Share Document