Development of a conceptual life cycle performance measurement system for build–operate–transfer (BOT) projects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ozan Okudan ◽  
Cenk Budayan ◽  
Irem Dikmen
Keyword(s):  
Life Cycle ◽  
Focus Group ◽  
Performance Measurement ◽  
Descriptive Analysis ◽  
Group Discussion ◽  
Cycle Performance ◽  
Performance Measurement System ◽  
Continuous Performance ◽  
Friedman Test ◽  
Content Type

PurposeThe purpose of this paper is to develop a new conceptual life cycle performance measurement system (PMS) based on stage level key performance indicators (KPIs) to measure the performance of build–operate–transfer (BOT) projects.Design/methodology/approachThis study uses a literature review to reveal the deficiencies of existing PMSs for public–private partnership (PPP) projects. Based on these deficiencies, four recommendations were proposed for developing a PMS. The validation of these recommendations was performed via focus group discussion sessions conducted with 12 experts. Then, a conceptual framework was developed based on the validated recommendations and the additional recommendations emerged during focus group discussions. Finally, the recommendations proposed by the focus group were tested by a questionnaire survey, the findings of the Friedman test and descriptive analysis validated these recommendations.FindingsFindings of the focus group discussion, Friedman test and descriptive analysis indicated that the PMS should have four crucial features to develop an efficient, effective and comprehensible PMS for the BOT project. Firstly, non-financial and financial KPIs should be integrated. Secondly, the PMS should be developed as a process-based system with stage level KPIs. The performance of the BOT projects should be monitored and reviewed continuously, however the most important KPIs should be used for continuous performance measurement to increase the applicability of the system and allocate the resources more efficiently.Research limitations/implicationsThis survey was conducted on experts who have experience with BOT projects located in Turkey, therefore, judgments of experts might be affected by external factors specific to Turkey such as geopolitical situations, investment environment. However, due to the nature of BOT projects, the experience of experts can also be utilized at the international level.Originality/valueThis is the first time a PMS has been developed to measure the performance of a BOT project. In addition, this system has unique features when compared with the PMS proposed in the literature. Especially, the stage level KPIs and continuous performance measurement with the most important KPIs throughout each stage has never been used. This research provides both public sector and private entities with an insight into effectively measure, control and manage their BOT infrastructure projects' performances throughout their life cycles.

A performance measurement system for public–private partnerships: integrating stakeholder influence and process trans-period effect

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dan Wang ◽  
Xueqing Wang ◽  
Lu Wang ◽  
Henry J. Liu ◽  
Xiajie Jia
Keyword(s):  
Life Cycle ◽  
Network Analysis ◽  
Performance Measurement ◽  
Public Private Partnerships ◽  
Performance Measurement System ◽  
Period Effect ◽  
Process Performance ◽  
Content Type ◽  
Stakeholder Influence ◽  
Stakeholder Network

PurposeThe purpose of this study is for examining the evolution of stakeholder influence and the trans-period effect (TPE) of process performance of public–private partnerships (PPPs). TPE refers to the ripple effect of project performance across different phases of a PPP.Design/methodology/approachSocial network analysis is used to analyze each stakeholder’s influence on PPP performance. For examining the TPE, partial least squares structural equation modelling is conducted.FindingsThe performance in the five phases (e.g. initiation and planning, procurement, construction, operation and transition) of PPPs exhibits significant TPE. The stakeholder network varies in different phases. The most influential stakeholder is a public authority, followed by a public initiator and a private consortium.Research limitations/implicationsThe project type of PPPs is not considered in the stakeholder network analysis. Future work should focus on developing a multidimensional stakeholder network by considering the typology of the project. Moreover, the TPE cannot reflect the relationships between the KPIs in the different phases, and thus, further study is required.Practical implicationsThis research provides a useful tool for measuring the life cycle outputs and outcomes of PPPs through enhanced process-oriented performance measurement. The developed PMS enable practitioners to have a better understanding of the process performance of the projects and then ensure informed decision-making about actions to be required and taken to improve future performance.Originality/valueThis study contributes to knowledge of performance management by simultaneously addressing the process and stakeholder management theories within the context of PPPs. The proposed PMS provides an insight into managing stakeholders’ influences to enhance the life cycle performance of PPPs.

scholarly journals Persepsi manajer terhadap pengukuran kinerja berbasis human resource scorecard

2018 ◽  
Vol 9 (2) ◽  
pp. 094
Author(s):  
Rahmat Subur
Keyword(s):  
Focus Group ◽  
Human Resources ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Group Discussion ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Annual Range ◽  
Agents Of Change ◽  
Performance Measurement Systems

<div><p class="1eAbstract-text"><em>The analysis conducted in this research is descriptive qualitative analysis based on observations made based on company data and information and reinforced by interviews and focus group discussions to get an idea of the opportunity to apply the design of performance measurement indicators based on Human Resources Scorecard. The results of the analysis of strategy objectives at PT. Cahaya Sakti Furintraco owned in the form of Corporate Philosophy, Vision, Mission and Annual Range Plan can be the foundation of the organization to achieve the ideals to maintain the continuity of the company's way. An important stage that should be done company especially the implementation stage is realized by the execution of the spirit of values contained in the company's philosophy, vision and mission is preceded by leaders as agents of change. Meanwhile, the strategy objectives of the existing human resources division have not yet played a role, due to the lack of socialization and the absence of programs in accordance with the current conditions due to incompatibility of views from each stakeholder. The design of the measurement of existing performance indicators has not yet implemented Human Resources Scorecard based performance indicators because there is no sponsorship to make changes to the performance measurement system from existing to new performance measurement systems.</em></p><p class="1eAbstract-text">Analisis yang dilakukan dalam penelitian adalah analisis kualitatif deskriptif berdasarkan pengamatan yang dilakukan bersumber pada data dan informasi perusahaan serta diperkuat dengan wawancara dan diskusi kelompok terarah (<em>Focus Group Discussion</em>) untuk memperoleh gambaran peluang penerapan perancangan indikator pengukuran kinerja berbasis Human Resources Scorecard. Hasil analisis mengenai sasaran strategis di PT. Cahaya Sakti Furintraco yang dimiliki berupa Filosofi, Visi, Misi dan Annual Range Plan perusahaan dapat menjadi landasan organisasi untuk mencapai cita -cita untuk mempertahankan kelangsungan jalannya perusahaan. Tahap penting yang harus dilakukan perusahaan terutama tahap penerapan yang diwujudkan dengan dijalankannya semangat nilai-nilai yang terkandung dalam filosofi, visi dan misi perusahaan didahului oleh para pemimpin sebagai agen perubahan. Sementara itu sasaran strategis divisi SDM yang ada saat ini belum berperan, karena kurangnya sosialisasi dan belum adanya program yang sesuai dengan kondisi saat ini akibat adanya ketidaksesuaian pandangan dari masing-masing pemangku kepentingan. Perancangan pengukuran indikator kinerja yang ada belum menerapkan indikator kinerja berbasis Human Resources Scorecard karena belum adanya sponsor untuk melakukan perubahan sistem pengukuran kinerja dari yang ada ke sistem pengukuran kinerja baru.</p></div>

Supplier performance measurement system use, relationship trust, and performance improvement: a dyadic perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vieri Maestrini ◽  
Andrea Stefano Patrucco ◽  
Davide Luzzini ◽  
Federico Caniato ◽  
Paolo Maccarrone
Keyword(s):  
Performance Measurement ◽  
Performance Improvement ◽  
Measurement System ◽  
Structural Equation ◽  
Performance Measurement System ◽  
Content Type ◽  
Performance Improvements ◽  
Supplier Performance ◽  
Performance Measurement Systems ◽  
The Impact

PurposeGrounding on resource orchestration theory, this paper aims to study the relationship between the way buying companies use their supplier performance measurement systems and the performance improvements obtained from suppliers, with relationship trust identified as a mediator in the previous link.Design/methodology/approachThe authors design a conceptual model and test it through structural equation modelling on a final sample of 147 buyer-supplier responses, collected by means of a dyadic survey.FindingsResults suggest that the buyer company may achieve the most by balancing a diagnostic and interactive use of the measurement system, as they are both positively related to supplier performance improvement. Furthermore, relationship trust acts as a mediator in case of the interactive use, but not for the diagnostic. This type of use negatively affects relationship trust, due to its mechanistic use in the buyer-supplier relationship.Originality/valueThe authors’ results contribute to the current academic debate about supplier performance measurement system design and use by analyzing the impact of different supplier performance measurement system uses, and highlighting their relative impact on relationship trust and supplier performance improvement. From a methodological perspective, adopting a dyadic data collection process increases the robustness of the findings.

How e-wallets encourage excessive spending behavior among young adult consumers?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hendy Mustiko Aji ◽  
Wiwiek Rabiatul Adawiyah
Keyword(s):  
Young Adults ◽  
Young Adult ◽  
Focus Group ◽  
Focus Group Discussion ◽  
Group Discussion ◽  
Self Control ◽  
Equation Modeling ◽  
Content Type ◽  
Spending Behavior ◽  
The Relationship

Purpose As it gains more popularity, e-wallets drive its users to spend more. Therefore, the purpose of this paper is to explore how and why e-wallets may encourage excessive spending behavior among young adult consumers. Design/methodology/approach An exploratory sequential or QUAL-QUANT design, combining qualitative and quantitative, is used in this study. It is a type of mixed-method design consisting of both the core and supplementary methods. The qualitative method is conducted in Study 1 using online focus group discussion to answer “why” and “how” questions, whereas the quantitative method is used in Study 2 to test or examine the hypothetical model. The questionnaires are extracted from focus group discussion in Study 1, which is further tested for validity and reliability and model estimation in Study 2. The model is evaluated using structural equation modeling. Findings Study 1 extracted four keywords to affect young adults spending behavior, easiness, promotions, self-control and perception of having more money (the illusion of liquidity). In Study 2, it is found that those four variables significantly affect spending behavior. Interestingly, it is also found in Study 2 that the illusion of liquidity mediates the relationship between self-control and spending behavior. Research limitations/implications During the COVID-19 pandemic, where a physical meeting is not encouraged, focus group discussion is conducted online via Zoom. Perhaps, this condition can be one limitation this study faced. Originality/value This study offers a theoretical contribution to the literature by exploring how and why e-wallet payment is connected to excessive spending behavior among young adult consumers. This study also provides a model that further explains the relationship between young adults’ spending behavior by adding the illusion of liquidity as the mediating variable.

Development of footprint framework of performance measurement system for SMMOs

2020 ◽  
Vol 17 (5) ◽  
pp. 727-756
Author(s):  
G.S. Dangayach ◽  
Gaurav Gaurav ◽  
Sumit Gupta
Keyword(s):  
Performance Measurement ◽  
Business Model ◽  
Measurement System ◽  
Ease Of Use ◽  
Performance Measurement System ◽  
Barriers To Adoption ◽  
Rapid Improvement ◽  
Research Attention ◽  
Content Type ◽  
Design And Implementation

PurposeThe performance measurement system (PMS), recognized as an important tool for rapid improvement, has found wide applications in the larger organizations and has received a lot of research attention in recent past. PMS adoption in SMEs is low even though SMEs have realized its importance and benefits and are now ready to embrace PMS as a tool for improvement. This paper proposes a novel framework, called the footprint framework, for design and implementation of PMS for SMEs. The proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS.Design/methodology/approachThe theoretical framework was conceptualized and its basis was tested for feasibility using an industry survey. The survey was analyzed using the statistical tools available in the SPSS 24.0 statistical analysis software, and the insights obtained from this analysis were used to shape the proposed framework. The framework was populated for small and medium manufacturing organizations (SMMOs) as a case study. Analytic hierarchy process was used to synthesize the data provided by the survey to build up the proposed framework and its components.FindingsThe footprint framework is a unique framework in the respect that it consists of a set of PMS suited to different company profiles that can be accessed quickly. Any SMMO that desires to determine its future PM requirements has simply to define its probable profile of the future in terms of size, business model and order winner and check the PMS appropriate to that profile from the footprint framework. Thus the SMMO can even prepare for its futuristic PM needs.Research limitations/implicationsThe proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS. The main advantages of the footprint framework are its simplicity, ease of use, immediate implementation and a built-in knowledge bank.Practical implicationsThis research has proposed a new PMS framework, an out of the box tool that makes it possible for the Indian SMMO to adopt PMS on an instant basis. The footprint framework combines the experience of several researchers and several practitioners to offer a ready-made starter kit that needs no other aid to implement a most appropriate PMS and leverage the industry PM best practices to build the performance measurement knowledge and expertise of the SMMO without going through a protracted learning or training process.Social implicationsThis research has made a novel proposal for a PMS framework by proposing the footprint framework – a PMS framework that is not only an instant, out of the box solution for the SMMOs but also incorporates the know-how to implement the performance measurement complete with information on what to measure, how to interpret and what should be done to improve.Originality/valueThe proposed framework is simple to understand and removes a key barrier of PMS adoption for SMMOs. The user SMMO needs to state its size, business model and order winner from the available options, build up its PMS code, select the matching PMS from the framework and the SMMO is ready to implement the PMS.

scholarly journals Performance measurement for supply chains in the Industry 4.0 era: a balanced scorecard approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guilherme Francisco Frederico ◽  
Jose Arturo Garza-Reyes ◽  
Anil Kumar ◽  
Vikas Kumar
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Supply Chains ◽  
Balanced Scorecard ◽  
Industry 4.0 ◽  
Theoretical Perspective ◽  
Performance Measurement System ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Performance Measurement Systems

PurposeThe purpose of this paper is to present a theoretical approach based on the balanced scorecard (BSC) with regard to performance measurement – PM in supply chains for the Industry 4.0 era.Design/methodology/approachThis paper combines the literature of PM and specifically the BSC with the literature related to the dimensions of supply chain in the context of Industry 4.0.FindingsDimensions extracted from the literature based on supply chains within the context of Industry 4.0 showed a strong alignment with the four perspectives of the BSC, which make it suitable to be considered as a performance measurement system (PMS) for supply chains in this new context.Research limitations/implicationsFrom theoretical perspective, this study contributes to the limited literature on PM for supply chains in Industry 4.0 era. The study proposes a supply chain 4.0 Scorecard and strongly support researchers to conduct future empirical researches in order to get a deeper understanding about PM in supply chains in the Industry 4.0 era. As limitations, the theoretical framework proposed needs further empirical research in other to validate it and obtain new insights over the investigation conducted and presented into this paper.Practical implicationsPractitioners can use this study as a guide to develop more effective performance measurement systems – PMSs in their organizations.Originality/valueThis research is unique as it addresses a significant knowledge gap related to PM in supply chains in the Industry 4.0 era. It brings a significant contribution in terms of understanding how to measure performance in supply chains in this new era.

Big data and performance measurement research: trends, evolution and future opportunities

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Sardi ◽  
Enrico Sorano ◽  
Valter Cantino ◽  
Patrizia Garengo
Keyword(s):  
Big Data ◽  
Performance Measurement ◽  
Performance Measurement System ◽  
Future Research ◽  
Holistic View ◽  
Content Type ◽  
Digital Revolution ◽  
Research Opportunities ◽  
And Performance ◽  
Number Of Publications

Purpose Current literature recognised big data as a digital revolution affecting all organisational processes. To obtain a competitive advantage from the use of big data, an efficient integration in a performance measurement system (PMS) is needed, but it is still a “great challenge” in performance measurement research. This paper aims to review the big data and performance measurement studies to identify the publications’ trends and future research opportunities. Design/methodology/approach The authors reviewed 873 documents on big data and performance carrying out an extensive bibliometric analysis using two main techniques, i.e. performance analysis and science mapping. Findings Results point to a significant increase in the number of publications on big data and performance, highlighting a shortage of studies on business, management and accounting areas, and on how big data can improve performance measurement. Future research opportunities are identified. They regard the development of further research to explain how performance measurement field can effectively integrate big data into a PMS and describe the main themes related to big data in performance measurement literature. Originality/value This paper gives a holistic view of big data and performance measurement research through the inclusion of numerous contributions on different research streams. It also encourages further study for developing concrete tools.

scholarly journals A performance measurement system for change initiatives

2019 ◽  
Vol 25 (7) ◽  
pp. 1647-1672
Author(s):  
Dag Naslund ◽  
Andreas Norrman
Keyword(s):  
Organizational Change ◽  
Performance Measurement ◽  
Measurement System ◽  
Major Change ◽  
Process Efficiency ◽  
Performance Measurement System ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Practical Reality

Purpose The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process).

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