scholarly journals PERFORMANCE MEASUREMENT AND COMPETITIVE STRATEGY DEVELOPMENT OF STATE-OWNED ENTERPRISES IN CHINA

2015 ◽  
Vol 10 (1) ◽  
Author(s):  
Xiaosong Zheng
Keyword(s):  
Performance Measurement ◽  
Airline Industry ◽  
Measurement Theory ◽  
Strategy Development ◽  
Performance Measurement System ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Research Results ◽  
Measurement Index System

In the increasingly competitive market, the state-owned enterprises (SOEs) in China, which dominate the national economy, have to take actions to enhance their competitive advantages in response to the competition. On one hand, competitive advantage of a company has impacts on its performance. On the other hand, the enterprise needs to develop competitive strategies related to its goals. Therefore, the two elements interact with each other. However, most scholars only focus on one aspect to do research, which resulted in incomplete findings. This article summarizes the development process of performance measurement in China and Western countries, based on performance measurement theory, and points out the disadvantages of the performance measurement system of state-owned enterprises in China. In addition, competitive strategies of company are sorted out. On the basis of existing research results, the article built a performance measurement index system which is used as a theoretical tool for case study. Then, through theoretical analysis and case studies of the two state-owned enterprises in the civil airline industry (China Eastern Airlines Corporation and China Southern Airlines Corporation), this article comprehensively analyzes and compares performance measurement of the two companies and the industry environment, suggests relevant competitive strategies for both companies. Finally, this article sums up the research results and makes suggestions for performance improvement.

The Impact of a BI-Supported Performance Measurement System on a Public Police Force

2019 ◽  
pp. 509-527
Author(s):  
Elad Moskovitz ◽  
Adir Even
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Intelligence ◽  
Police Force ◽  
Performance Measurement System ◽  
Moderation Effect ◽  
Relative Metrics ◽  
Time Period ◽  
The Impact

Performance measurement, as an effective tool for implementing organizational strategy and assisting ongoing control and surveillance, is broadly adopted today. The performance measurement system (PMS) explored in this case study was implemented, using business intelligence (BI) technologies, for a public police force. The system lets police commanders view and analyze the performance scores of their own units and get feedback on the success of their activities. The study examines the system's impact, through analysis of the metric results over a time period of five years. The results show that the vast majority of the metrics examined indeed improved. Further, the results underscore the moderation effect of relative metrics weights, as well as the different behavior of metrics that reflect activity versus those that reflect outcomes. The study underscores both the positive and the negative aspects of those results, and discusses their implications for future PMS implementation with BI technologies.

scholarly journals Healthcare executives’ readiness for a performance measurement system: a rehabilitation hospital case study

2014 ◽  
Vol 3 (4) ◽  
pp. 157
Author(s):  
Diana Zidarov ◽  
Lise Poissant ◽  
Claude Sicotte
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Successful Implementation ◽  
Readiness Assessment ◽  
Rehabilitation Hospital ◽  
System A ◽  
Healthcare Executives ◽  
A Performance

The literature on organizational change identifies readiness as an important factor for understanding the outcome of implementation. In the context of implementing a performance measurement system (PMS) in a rehabilitation hospital, we conducted a case study to gain an in-depth understanding of the factors that might impede or facilitate readiness to use a PMS. Two data sources were used: key informant interviews with healthcare executives and official organizational documents. Our results indicate that healthcare executives’ readiness for a PMS was high. This state of readiness is influenced by 12 factors that were classified into three main themes: (1) adopters’ attributes, (2) PMS attributes, and (3) organizational attributes. These results are consistent with change management theory as well as the findings of recent empirical research. In the context of implementing a PMS, a readiness assessment can help identify organizational strengths and weaknesses so that strategies necessary for successful implementation can be developed.

Performance measurement system in the situation of simultaneous vertical and horizontal integration

2016 ◽  
Vol 36 (10) ◽  
pp. 1182-1200 ◽  
Author(s):  
Jukka Pellinen ◽  
Henri Teittinen ◽  
Marko Järvenpää
Keyword(s):  
Performance Measurement ◽  
Single Case ◽  
Field Studies ◽  
Production Performance ◽  
Performance Measurement System ◽  
Horizontal Integration ◽  
Content Type ◽  
Performance Measurement Systems ◽  
Integration Strategies

Purpose The purpose of this paper is to extend the knowledge of the use of performance measurement systems (PMS) in situations where the benefits of both vertical and horizontal integration strategies are sought simultaneously. Design/methodology/approach This is a single case study, the purpose of which is to build a contextual theory. Findings The main results highlight three competing and partly contradictory tendencies in the development and use of PMS in organizational integration. In addition, the authors have identified features of PMS that may benefit or hinder integration. Grounded on empirical findings the paper presents a more complete theoretical framework of PMS for integration. Research limitations/implications The propositions of the framework need to be tested in different contexts with case and field studies or a large sample of data using statistical techniques to improve external validity. The causal relationships explored in this study may be further developed using longitudinal studies. Practical implications In acquisition situations there exists the need for vertical integration to control the growing complexity but at the same time for horizontal control to advance customer-centred production. Performance measurement is the key issue to examine the execution and results of such integrations. Originality/value Case study findings are used to develop a more comprehensive theory of PMS design and use in situations where both vertical and horizontal integration are sought. Contrary to current understandings, the central statement of this study is that horizontal organization is not an alternative to vertical organizational structure but they can be effectively coupled.

scholarly journals A performance measurement system for small enterprises – a case study

2017 ◽  
pp. 0-0
Author(s):  
Piotr Waśniewski
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Small And Medium Enterprises ◽  
Performance Measurement System ◽  
Small Enterprises ◽  
Polish Literature ◽  
Strategy Map ◽  
Medium Enterprises ◽  
A Performance

A performance measurement system for small enterprises – a case study The performance measurement system is one of the determinants which creates an enterprise’s value, and is supposed to leading to an enterprise maintaining or improving its performance in the long-term per-spective. Small enterprises do not understand the need to measure their performance or the potential benefits that come from this measurement. The aim of the article is to present a framework of a perfor-mance measurement system for small enterprises with a practical verification of its assumptions. The basis of the study was an analysis of existing proposals of models and frameworks for small and medium enterprises and the results of a study into the performance measurement solutions applied in practice by Polish small enterprises. As a result of the research conducted, a 4-step process of continuous perfor-mance measurement for small enterprises is presented, and practical verification is conducted on the example of a small legal firm, considering the strategy map and the measures of the set of aims. The construction of a performance measurement system is unique to every enterprise due to its condition, the business sector, the environment, and other factors, so a featured case study provides only a specific example of model usage in practice. The study provides an original contribution of the author. There has been no such research in this field so far in the Polish literature.

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