Discussion of Collaborative Performance Management in Interfirm Relationships

2016 ◽  
Vol 28 (3) ◽  
pp. 49-54 ◽  
Author(s):  
Angelo Ditillo
Keyword(s):  
Performance Management ◽  
Interfirm Relationships ◽  
Collaborative Performance

Collaborative Performance Management in Interfirm Relationships

2016 ◽  
Vol 28 (3) ◽  
pp. 25-48 ◽  
Author(s):  
Henri C. Dekker ◽  
Rong Ding ◽  
Tom Groot
Keyword(s):  
Information Sharing ◽  
Performance Management ◽  
Management Practices ◽  
Environmental Variability ◽  
Asset Specificity ◽  
Measurement Information ◽  
Boundary Spanners ◽  
Interfirm Relationships ◽  
Performance Information ◽  
Collaborative Performance

ABSTRACT In this study, we examine how firms' collaborative objectives influence their use of performance management practices in interfirm relationships. We conceptualize collaborative performance management to include three interrelated practices: measurement of interfirm performance, information sharing, and interaction between boundary spanners of partner firms. Prior research has related firms' interfirm control choices to transaction risk as proxied by “given” transaction characteristics. We hypothesize that transaction characteristics are determined by the strategic importance of the collaboration (manifested by the importance of firms' collaborative objectives) and, in turn, influence the use of firms' performance management practices. Analysis of survey data supports our hypotheses that strategic importance of the collaboration is associated with transaction characteristics (i.e., with asset specificity, transaction scope, task interdependencies, and environmental variability), which, in turn, mediate the influence of collaborative objectives on the use of performance management practices. We also find that performance measurement, information sharing, and boundary spanner interaction are used as complementary practices in the management of interfirm relationships.

scholarly journals Outcomes-based performance management through measuring indicators: Collaborative governance for local economic development (LED) in South African municipalities

2020 ◽  
Vol 9 ◽  
pp. 1-19
Author(s):  
Richard Douglas Kamara
Keyword(s):  
Performance Management ◽  
Local Economic Development ◽  
Collaborative Governance ◽  
Performance Outcomes ◽  
System Management ◽  
Special Focus ◽  
Economic Issues ◽  
Collaborative Performance ◽  
Local Municipalities ◽  
The Impact

Undoubtedly, there is a lag in the scholarships on performance outcomes of collaboration aimed at improving the system management and responsiveness to socio-economic issues in local government. Whilst most scholarships on collaborative governance in LED focuses on what we do (processes), some others research addresses the outputs in terms of the goods and services produced from the activities as well as the social outcomes. Very little discourse on collaboration addresses collaborative outcomes in LED. Put simply, we are acquainted with what collaborative actors do, but we know very little about the impact of collaboration on the system management and responsiveness to socio-economic issues within municipalities. Now the question is how do we know what to measure? The dearth in scholarship on how to assess collaborative outcomes in LED provide an impetus to present this paper as it helps to address the knowledge gap on LED and collaboration. The paper aims to present some innovative indicators which can be used to assess, monitor and review collaborative performance in LED, with special focus on the processes and outcomes of the collaboration. Using secondary sources, the paper argues the desirability and constraints of assessing performance outcomes in collaborative governance of development pathways in local municipalities. Moreover, the paper presents some criteria for selecting effective indicators used in measuring outcomes performance of collaboration. A synopsis of major determinants of effective outcomes in collaboration for LED is presented in the paper. Finally, the paper presents proposed innovative quantitative and qualitative indicators which can be used to assess, monitor and review collaborative performance in LED in local municipalities.

Factors that Affect Collaborative Performance Management Systems

2020 ◽  
Vol 2020 (1) ◽  
pp. 12584
Author(s):  
Simon Okwir ◽  
Umit Bititci ◽  
Yilsy Maria Nùnez
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Performance Management Systems ◽  
Collaborative Performance

Collaborative Performance Management for Public Health

2020 ◽  
Author(s):  
Amanda E. McCarty ◽  
Sonja M. Armbruster ◽  
John W. Moran
Keyword(s):  
Public Health ◽  
Performance Management ◽  
Collaborative Performance

Principles of performance dialogue in public administration

2017 ◽  
Vol 30 (5) ◽  
pp. 414-428 ◽  
Author(s):  
Harri Laihonen ◽  
Sari Mäntylä
Keyword(s):  
Organizational Learning ◽  
Performance Management ◽  
Public Administration ◽  
Management Practices ◽  
Longitudinal Research ◽  
Management Control ◽  
Performance Information ◽  
Public Performance ◽  
Content Type ◽  
Collaborative Performance

Purpose The literature acknowledges the importance of interpretative processes, discussion, and organizational learning in public performance management, but a knowledge gap remains concerning the mechanism of performance dialogue. To fill this gap, the purpose of this paper is to study the principles of performance dialogue and collaborative performance management in public administration. Design/methodology/approach The study utilizes a longitudinal research setting and analyzes the evolution of performance management practices in one city organization in Finland. Findings The study suggests that performance dialogue needs to be integrated with management practices and explains how this can be done. Three guiding principles of performance dialogue and collaborative performance management are derived. These underline the role of “referees of the information game”, a supportive and encouraging environment and a focus on the use of performance information. Practical implications Performance information is too often provided as a back-office function, and dialogue with information users is either completely lacking or somehow disturbed. The performance dialogue provides a platform for collaborative sense making and helps managers to better understand the complex phenomena and processes they are responsible for. Originality/value The literature dealing specifically with the change from centralized and vertical performance management practices toward decentralized and horizontal practices is still scarce. This paper provides a new perspective on management control and organizational learning in public administration based on performance dialogue.

scholarly journals A REVIEW OF COLLABORATIVE PERFORMANCE SYSTEM IMPLEMENTATION IN THE FRESH PRODUCE SUPPLY CHAIN TO IMPROVE PERFORMANCE

2020 ◽  
Vol 8 (3) ◽  
pp. 1363-1382
Author(s):  
Edi Susanto ◽  
Norfaridatul Akmaliah Othman ◽  
Md Nor Hayati Tahir
Keyword(s):  
Supply Chain ◽  
Performance Management ◽  
Fresh Produce ◽  
General Characteristic ◽  
Classification Model ◽  
Improve Performance ◽  
Collaborative Performance ◽  
Holistic Understanding ◽  
Solution Methods ◽  
Performance System

Purpose of the study: The purpose of this research is to extend the review to which CPS implementation as part of the performance management system (PMS) in the fresh produce supply chain (FPSC), can improve performance, especially to reduce inefficiencies, improve services, and provide joint results for all partners. This paper focuses on the possibility of CPS implementation in FPSC, as well as reviewing a holistic understanding of CPS in the FPSC. Methodology: This systematic review was conducted by analyzing selected articles and categorization to identify potentially relevant articles referring to peer-reviewed journals, thesis Ph.D., and proceedings. Using four steps, the first step found 161 articles. The second step obtained 56 articles. The third step, 17 articles were selected as topics of importance. The fourth step was designated to categorize and analyze the 17 articles. Main Findings: Research results show a comprehensive review of the description of the CPS classification model in FPSC by categorizing previous literatures on different collaborative structures and different levels of planning. This paper also shows the relevant solution methods used in each level of planning. A review of the current state of CPS in the FPSC model is conducted by highlighting areas that have not been addressed or gaps in the literature and by suggesting directions for further study. The implication of this study: Intended for CPS in FPSC, by reviewing CPS implementation in FPSC, it can develop and become the basis for seeing the benefits of a collaborative performance system in the field of fresh produce, this field still rarely applied, and it could be further identified what kind of collaboration should be carried out from the existing collaboration structure. Novelty/Originality of this study: This study is considered as our best knowledge to observe the CPS system in the FPSC, which is an attempt to introduce it by exploring and evaluating the values that could be shared among collaborative partners under classification model of a collaborative structure, general characteristic, level collaboration and solution of the method. It also provides information for interested parties in the collaboration of supply chain to improve the performance based on CPS.

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