Performance Impacts of Innovation Outcomes in Entrepreneurial New Ventures

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Dimitris Manolopoulos ◽  
Klas Eric Söderquist ◽  
Xenia J. Mamakou
Keyword(s):  
Psychometric Properties ◽  
Performance Measures ◽  
New Ventures ◽  
Performance Criteria ◽  
Relative Impact ◽  
Empirical Validation ◽  
Measurement Framework ◽  
Comprehensive Performance ◽  
Innovation Model ◽  
Innovation Outcomes

Abstract Entrepreneurial innovation and its link to performance are attracting increasing attention among academics, entrepreneurs, and innovators alike. Our purpose is to prioritise and investigate the relative impact of distinct categories and types of innovation on multidimensional performance areas of new ventures. Accordingly, we relate the recently developed 10 Types of Innovation model to a comprehensive performance measurement framework specific to entrepreneurial new ventures and conduct empirical validation of the model for performance impacts. The 10 Types model shows reasonable psychometric properties and appears to effectively portray the innovation outcome conundrum. Our empirical evidence shows that the influence of innovation categories – configuration, offering, and experience – is substantively different across various performance criteria. Conversely, the effects of innovation types on different performance areas (financial, customer, process, and learning) do not present important variations, and thus do not seem to be contingent upon the nature of the performance measures considered.

scholarly journals Developing an Appropriate Performance Measurement Framework for Total Quality Management in Construction, and other Industries

2017 ◽  
Author(s):  
Behnam Neyestani
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Management Technique ◽  
Total Quality ◽  
Construction Firms ◽  
Measurement Framework ◽  
Suitable Framework

Total quality management (TQM) is a set of opinions and ideas that widely called “management philosophy”. This management technique is able to assist the construction firms in improving continuously the organization's performance, in order to satisfy customers and survive in the market. The success of TQM implementation is tightly dependent on identifying and selecting the appropriate critical success factors (CSFs), quality tools, and performance measures (KPIs) within TQM framework. Doubtlessly, a set of suitable performance measures (indicators) has a significant role to verify and ensure that TQM implementation can successfully achieve its aims in the organization. Thus, the main purpose of this paper was to develop a suitable framework to assess the effects of TQM implementation on organization's performance in construction industry. For this aim, the study was conducted a comprehensive literature review to specify the existing key performance indicators (KPIs) from 26 TQM frameworks that formulated by scholars. In data analysis, the only 20 KPIs were found of 26 TQM studies. The extracted KPIs (20) classified based on four dimensions of balanced scorecard (BSC), and then arranged from highest to lowest frequency for each perspective of BSC. Finally, a total of ten KPIs were determined and presented within BSC system as an appropriate performance measures framework, which enables evaluating critical areas that very vital to the success of TQM implementation in construction firms at project and enterprise levels.

The Fifth Perspective

2010 ◽  
pp. 2378-2388
Author(s):  
Preeti Goyal ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Process Outsourcing ◽  
Organizational Boundaries ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Measurement Framework ◽  
External Relationships ◽  
New Perspective

Today, alliances, collaborations, and networks are synonymous with strategy. Business process outsourcing (BPO) is one such type of alliance. With increasing reliance on outsourcing, the organizational boundaries are blurring. The implications for the client organization can be tremendous, as it now relies on an outside organization to fulfill its operational objectives. Currently, there is no single framework that can effectively measure performance for BPO arrangements. In its present form, the balanced scorecard (BSC) only addresses the performance measurement needs of a single enterprise and any perspective on any external relationships is completely missing. The traditional BSC does not suffice as a performance measurement framework for BPO. While both the client and the vendor can use a BSC for their respective organizations, the strategic objectives of the organizations may not be met. In this article the authors propose a new perspective as an extension to the BSC, namely, the goals alignment perspective. Goals alignment of the two organizations will enable creation of performance measures that will help participating organizations to achieve their respective goals.

The Application of Fuzzy Performance Modelling Procedures in Extended Enterprise Performance Measurement

2011 ◽  
pp. 170-201
Author(s):  
Jian Zhou ◽  
Paul Folan ◽  
Harinder Jagdev ◽  
Jim Browne
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Value Chain ◽  
Performance Measurement System ◽  
Innovative Development ◽  
Enterprise Networks ◽  
Extended Enterprise ◽  
Performance Modelling ◽  
Measurement Framework ◽  
Modern Business

The concept of performance, as it is measured and evaluated, is undergoing a transformation in modern business organisations, so that partnering companies who form enterprise networks that work together across the value chain, can apply evolving performance measurement structures that more accurately capture value chain realities. In this chapter an Extended Enterprise (EE) performance measurement system that can theoretically present models, measures and data from all aspects of the participating companies’ functions in an EE is presented; together with the innovative development of a fuzzy-based performance modelling method, which acts as a supplement to the original procedural measurement framework, enabling the development of a system of performance measurement that is of greater relevance to both intra-organisational and inter-organisational levels, and which goes beyond current efforts to achieve greater reliability in the selection and implementation of performance measures.

scholarly journals New ventures in Cleantech: Opportunities, capabilities and innovation outcomes

2019 ◽  
Vol 29 (3) ◽  
pp. 902-917
Author(s):  
Febi Jensen ◽  
Hans Lööf ◽  
Andreas Stephan
Keyword(s):  
New Ventures ◽  
Innovation Outcomes

A Comparison of Observer and Incumbent Ratings of Situation Awareness

2005 ◽  
Vol 49 (3) ◽  
pp. 548-551 ◽  
Author(s):  
Michael D. Matthews ◽  
Silas G. Martinez ◽  
Jarle Eid ◽  
Bjorn Helge Johnsen ◽  
Ole Christian Boe
Keyword(s):  
Performance Measures ◽  
Situation Awareness ◽  
Rating Scale ◽  
Performance Criteria ◽  
Small Unit ◽  
Behavioral Rating ◽  
Training Exercises

The Situation Awareness Behavioral Rating Scale (SABARS) utilizes ratings by expert observer/controllers (O/Cs) to evaluate situation awareness (SA) of infantry small unit leaders. Previous research (Matthews et al., 2004) showed SABARS to be predictive of a variety of performance measures. The current study explored the question of whether small unit leaders could use SABARS to accurately rate their own behavior as an index of their SA. To evaluate this question, 12 Norwegian Army and Navy Academy cadets participating in the role of squad leader during summer training exercises were given the SABARS to complete following an infantry mission. An experienced officer O/C observed the cadets though the execution of the mission and also provided SABARS ratings on the squad leader. Results indicated that “self-SABARS” evaluations did not correlate with SABARS completed by O/C's, and were not predictive of performance criteria. O/C-completed SABARS were, however, predictive of performance criteria thus replicating findings reported previously (Matthews et al., 2004). Implications for assessing SA in the field are discussed.

scholarly journals Performance measurement in the Government of Alberta

2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Kimberley Speers
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Performance Measures ◽  
Risk Measures ◽  
Individual Performance ◽  
Annual Reports ◽  
Fiscal Year ◽  
Deputy Minister ◽  
Measurement Framework ◽  
The Government

Despite the proposed positive aspects of performance measurement, there have been numerous concerns raised about the limitations of being able to measure in a public sector environment. While some people tend to raise more technical concerns, others raised more philosophical concerns about the legitimacy and authenticity of the performance measurement process, given the measures are publicly reported in the government’s business plans and annual reports. In this sense, the legitimacy of performance measurement is threatened because the measures, targets, and results are perceived to be “massaged and manipulated” by management, a central agency, or a communications department. In other words, high-risk measures, such as those that fluctuate, are difficult to attribute, never meet their target, and have a low citizen satisfaction rating, are unlikely to get or remain in a business plan. The third challenge to measuring performance in a government setting is that the external performance measures and targets are linked to department, deputy minister and individual performance plans. This final challenge threatens the validity of the performance measurement framework in the sense that civil servants are likely to choose performance measures and targets that are easy to measure, are stable, and the targets are met or surpassed each fiscal year. It is this subjectivity and the technical challenges of performance measurement that lead to the questioning of the legitimacy and authenticity of reporting on performance in a public sector setting. This subjectivity of both performance and results contributes to the paradox of public reporting. On the one hand, a government can be praised for being transparent in its plans; on the other hand, it can be criticized for publishing politically safe and strategic information for fear of retaliation from the media, opposition parties, and disgruntled citizens. It is this paradox that will be explored in the article under the realm of bureaucratic propaganda.

scholarly journals Developing an Appropriate Performance Measurement Framework for Total Quality Management (TQM) in Construction and Other Industries

2016 ◽  
Vol 5 (2) ◽  
pp. 32 ◽  
Author(s):  
Behnam Neyestani ◽  
Joseph Berlin P. Juanzon
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Management Technique ◽  
Total Quality ◽  
Construction Firms ◽  
Measurement Framework ◽  
Suitable Framework

<div><p><em>Total quality management (TQM) is a set of opinions and ideas that widely called “management philosophy”. This management technique is able to assist the construction firms in improving continuously the organization's performance, in order to satisfy customers and  survive in the market. The success of TQM implementation is tightly dependent on identifying and selecting the appropriate critical success factors (CSFs), quality tools, and performance measures (KPIs) within TQM framework.  Doubtlessly, a set of suitable performance measures (indicators) has a significant role to verify and ensure that TQM implementation can successfully achieve its aims in the organization. Thus, the main purpose of this paper was to develop a suitable framework to assess the effects of TQM  implementation on organization's performance in construction industry. For this aim, the study was conducted a comprehensive literature review to specify the existing key performance indicators (KPIs) from 26 TQM frameworks that formulated by scholars. In data analysis, the only 20 KPIs were found of 26 TQM studies. The extracted KPIs (20) classified based on four dimensions of balanced scorecard (BSC), and then arranged from highest to lowest frequency for each perspective of BSC. Finally, a total of ten KPIs were determined and presented within BSC system as an appropriate performance measures framework, which enables evaluating critical areas that very vital to the success of TQM implementation in construction firms at project and enterprise levels.</em></p></div>

Military Research on Performance Criteria: A Change of Emphasis

1980 ◽  
Vol 22 (2) ◽  
pp. 131-139 ◽  
Author(s):  
J. E. Uhlaner ◽  
Arthur J. Drucker
Keyword(s):  
Social Sciences ◽  
Performance Measures ◽  
Systems Analysis ◽  
Performance Criteria ◽  
Performance Tests ◽  
Complex Needs ◽  
Military Research ◽  
Army Research Institute ◽  
Unit Effectiveness ◽  
The U.S

This paper discusses trends in development and use of performance measures to meet complex needs of the U.S. Army. Examples from the programs of the Army Research Institute for the Behavioral and Social Sciences include typical major criteria of individual effectiveness (school grades, ratings, performance tests); measures of unit effectiveness more recently developed (tactical engagement simulation); and measures dealing with human factors problems encountered in systems analysis in the Army. The way in which performance criteria have changed over the years is emphasized.

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