Organisational performance measurement in the emerging digital age

2001 ◽  
Vol 3 (2/3/4) ◽  
pp. 191 ◽  
Author(s):  
Bernard Marr ◽  
Andy Neely
Keyword(s):  
Performance Measurement ◽  
Digital Age ◽  
Organisational Performance

scholarly journals A Framework to Implement Organisational Performance Measurement in Health Charities

2021 ◽  
Vol 5 (1) ◽  
pp. 13
Author(s):  
Richard Colbran ◽  
Robyn Ramsden ◽  
Karen Stagnitti ◽  
John Toumbourou ◽  
Genevieve Pepin
Keyword(s):  
Performance Measurement ◽  
Organisational Performance

Evolution and chronology of the organisational performance measurement field

2016 ◽  
Vol 17 (2) ◽  
pp. 223 ◽  
Author(s):  
Julio Araujo Carneiro da Cunha ◽  
Flavio Hourneaux <suffix>Jr.</suffix> ◽  
Hamilton Luiz Corrêa
Keyword(s):  
Performance Measurement ◽  
Organisational Performance

scholarly journals The impact of contingency fit on organisational performance: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdallah Amhalhal ◽  
John Anchor ◽  
Nicoleta S. Tipi ◽  
Sara Elgazzar
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Performance Measures ◽  
Business Strategy ◽  
Contingency Theory ◽  
Emerging Market ◽  
Performance Measurement System ◽  
Organisational Performance ◽  
Content Type ◽  
The Relationship

PurposeThe research investigates the effectiveness of the performance measurement alignment approach which claims that measurement diversity (multiple performance measures) should be aligned with organisational contingencies to enhance organisational performance.Design/methodology/approachThe theoretical framework is contingency theory. The study is an empirical investigation of the indirect relationship between three contextual factors (business strategy, information technology and organisation size) and organisational performance via multiple performance measures. The results are derived from cross-sectional questionnaire survey data from 132 Libyan companies (response rate of 61%). For data analysis, the research uses mediation regression analysis via Preacher and Hayes' (2004) macro.FindingsThere is a significant indirect effect of business strategy and information technology, but not organisation size, on organisational performance. The measurement diversity approach plays a core mediating role in the relationship between the contingencies and organisational performance.Practical implicationsThe study helps to provide a better understanding of the usefulness of the fit/match between contingencies and Multiple Performance Measures in improving organisational performance.Originality/valueThe empirical evidence supports the central proposition of contingency theory that there is no universally appropriate performance measurement system which applies equally to all organisations in all circumstances. It also provides evidence relating to non–manufacturing and an emerging market context. This research significantly extends the relevant literature by highlighting the relationship between information technology, multiple performance measures and organisational performance. This study is the first to use Preacher and Hayes' (2004) macro to analyse mediation design in the field of contingency-based performance measurement.

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Sardi ◽  
Enrico Sorano ◽  
Patrizia Garengo ◽  
Alberto Ferraris
Keyword(s):  
Performance Measurement ◽  
Management System ◽  
Multiple Case Study ◽  
Management Systems ◽  
Organisational Performance ◽  
Content Type ◽  
Multiple Case ◽  
The Creation

PurposeLiterature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.Design/methodology/approachThrough a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.FindingsIn designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.Research limitations/implicationsThe research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.Originality/valueThis paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

The significant of business strategy in improving organizational performance

Humanomics ◽  
2017 ◽  
Vol 33 (1) ◽  
pp. 56-74 ◽  
Author(s):  
Yuliansyah Yuliansyah ◽  
Bruce Gurd ◽  
Nafsiah Mohamed
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Financial Institutions ◽  
Business Strategy ◽  
Mediating Effect ◽  
Superior Performance ◽  
Business Strategies ◽  
Organisational Performance ◽  
Content Type ◽  
The Relationship

Purpose This research aims to investigate the extent to which business strategy mediates the relationship between reliance on integrative strategic performance measurement (RISPM) and organisational performance. Design/methodology/approach A self-administered survey of 157 managers in Indonesian financial institutions was used to test direct and indirect effects among the hypothesised variables. Findings The findings indicate that business strategy has a full mediating effect on the relationship between RISPM and organisational performance. Originality/value This study indicates that performance measurement systems should be designed in conjunction with business strategies to obtain superior performance. More specifically, in the Indonesian financial institutions, applying a differentiation strategy is found to be most effective in gaining competitive advantage and superior performance.

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