scholarly journals Methodologies for using performance measurement

2011 ◽  
Vol 1 (1) ◽  
pp. 12-18
Author(s):  
Lino Cinquini ◽  
Falconer Mitchell ◽  
Hanne Nørreklit ◽  
Andrea Tenucci
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Case Studies ◽  
Business Strategy ◽  
Analytical Data ◽  
Multinational Companies ◽  
Parent Company ◽  
Resource Based View ◽  
Pragmatic Constructivism

The speech explores the operational dynamics of a PMS at the interface between a parent company and its subsidiary. The research is based on two case studies. The companies are both subsidiaries of US multinational companies located in Italy. Both are market leaders of different sectors and governed by different strategic mentalities and managerial methodologies that reflect the specific business strategy adopted by the parent company. The methodologies of performance management in use by the two companies are addressed respectively as pragmatic constructivism and pre- categorized analytical data paradigm.Drawing on the narrative of the two cases we conclude that these two methodologies of performance management use support two alternative views of strategy: competitive advantage and resource-based view. The findings show that it is not simply the structure or technical design of a PMS that will determine its impact on an organization and ultimately its practical success but also the strategic mentality that underpins its functional rationale.

DEFINING KPI SETS FOR INDUSTRIAL RESEARCH ORGANIZATIONS — A PERFORMANCE MEASUREMENT APPROACH

2009 ◽  
Vol 13 (02) ◽  
pp. 157-176 ◽  
Author(s):  
TATJANA SAMSONOWA ◽  
PETER BUXMANN ◽  
WOLFGANG GERTEIS
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Empirical Analysis ◽  
Analysis Data ◽  
Industrial Research ◽  
Research Organizations ◽  
Economic Climate ◽  
Research Function ◽  
Measurement Approach

In today's challenging economic climate it is more important than ever for companies to acquire comparable competitive advantage in their market. While previous research has investigated the performance measurement of R&D as a whole organization, very little research has been done into the performance management for just the research function itself. This, however, is of particular interest to larger organizations. This paper (1) introduces a framework for performance measurement for industrial research, and (2) presents a set of clusters, representing the content dimension for measuring research organizations. Based on the clusters, we were able to evaluate the extent to which performance measurement in practice in different companies can be compared. We discovered that the clusters follow a particular consistent distribution across organizations when the clusters are ranked by importance. For this empirical analysis, data was collected through in-depth case studies including more than 60 interviews and thorough document analyses.

Sustainable Competitive Advantage from Information Technology

2001 ◽  
pp. 25-39
Author(s):  
David L. Bahn
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Case Studies ◽  
Value Chain ◽  
Business Strategy ◽  
Complex Relationship ◽  
Sustainable Competitive Advantage ◽  
Strategy Analysis ◽  
Business Functions ◽  
Support Activity

The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is sustainable. The value chain concept has been a handy tool widely utilized in business strategy analysis to match firm competency in performing business activities with the achievement of sustainable marketplace advantage. When it comes to the assessment of the competitive value of information technology, the value chain concept seems to either categorize IT as a support activity or to overly narrow the scope of IT’s role in achieving sustainable competitive advantage. This chapter reviews the concepts of the value chain and sustainable competitive advantage. Short case studies from a number of industries are presented in order to illustrate the limitations of using the value chain to describe information technology’s role in achieving sustainable competitive advantage. These examples demonstrate the subtle and often complex relationship between information technology and competitive advantage.

Sustainable Competitive Advantage from Information Technology

2001 ◽  
pp. 40-55 ◽  
Author(s):  
Mark R. Nelson
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Case Studies ◽  
Value Chain ◽  
Business Strategy ◽  
Complex Relationship ◽  
Sustainable Competitive Advantage ◽  
Strategy Analysis ◽  
Business Functions ◽  
Support Activity

The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is sustainable. The value chain concept has been a handy tool widely utilized in business strategy analysis to match firm competency in performing business activities with the achievement of sustainable marketplace advantage. When it comes to the assessment of the competitive value of information technology, the value chain concept seems to either categorize IT as a support activity or to overly narrow the scope of ITs role in achieving sustainable competitive advantage. This chapter reviews the concepts of the value chain and sustainable competitive advantage. Short case studies from a number of industries are presented in order to illustrate the limitations of using the value chain to describe information technologys role in achieving sustainable competitive advantage. These examples demonstrate the subtle and often complex relationship between information technology and competitive advantage.

Dynamic Capabilities

Management ◽  
2020 ◽  
Author(s):  
Anja Tuschke ◽  
Emma Buellet
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Evolutionary Economics ◽  
Empirical Work ◽  
Sustainable Competitive Advantage ◽  
Vast Number ◽  
Resource Based View ◽  
Dynamic Capabilities Perspective

As a relatively young, yet flagship discipline of strategic management, dynamic capabilities research has emerged as one of the central perspectives exploring the foundations of the achievement of sustainable competitive advantage, especially in the context of dynamic environments. Dynamic capabilities are deeply rooted in, and sometimes seen as an extension of, the resource-based view of the firm. The notion that competitive advantage both stems from the exploitation of current capabilities and the development of new ones was already vaguely conceptualized by prominent contributors of the resource-based view such as Edith Penrose and Birger Wernerfelt. However, the idea that there are special capabilities—dynamic capabilities—enabling organizations to build, integrate, or reconfigure their internal and external resource and competence base, was formerly conceptualized in the late 1990s as a separate yet connected stream of research (see Teece, et al. 1997—cited under Seminal Papers—which is titled “Dynamic Capabilities and Strategic Management”). The dynamic capabilities perspective is also strongly connected to evolutionary economics. This is why the field has focused for some time on the exploration of semi-automatic and path-dependent routines as the foundation of dynamic capabilities. However, proponents of the behavioral theory of the firm have criticized this approach and integrated the deliberate human element in the dynamic capabilities perspective (for an overview of the theoretical assumptions underpinning the dynamic capabilities perspective, see the article “Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance”—Augier and Teece 2009, cited under Conceptual Refinements). As a result, various important debates emerged in the community and the field has been generally criticized for its ambiguity, inconsistency, and conflicting assumptions. This is exemplified by the important number of diverging conceptual contributions to the field, still up to this day, and by the relatively late materialization of empirical work. Nevertheless, the vast number of contributions illustrates the necessity to consider dynamism, which underlies the concept of dynamic capabilities, as a key component of competitive advantage and organizational adaption (see the separate Oxford Bibliographies in Management article “Organizational Adaptation”). The key contributors of the dynamic capabilities perspective in management research are, among others, Kathleen Eisenhardt, Constance Helfat, Margaret Peteraf, David Teece, and Sidney Winter. To support scholars to move toward a theory of dynamic capabilities, this bibliography provides an overview of the field, its origin and developments, while highlighting the conceptual and empirical problems that remain to be solved.

Achieving a Sustainable Competitive Advantage: A Resource-Based View of Sport Sponsorship

1997 ◽  
Vol 11 (1) ◽  
pp. 80-96 ◽  
Author(s):  
John Amis ◽  
Narayan Pant ◽  
Trevor Slack
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Theoretical Framework ◽  
Sustainable Competitive Advantage ◽  
Sport Sponsorship ◽  
Resource Based View ◽  
Great Utility ◽  
Management Literature ◽  
International Companies

This study demonstrates that a recent development in the strategic management literature, the resource-based view of the firm, has great utility for furthering our understanding of sport sponsorship. The paper provides a theoretical framework to explain the application of the approach to sponsorship. Illustration and greater insight are then provided through the presentation of two case studies. These are used to identify the salient characteristics of agreements made by two international companies, each of which has been extensively involved in sport sponsorship but with varying degrees of success. The resource-based approach is used to demonstrate that the disparate returns of the companies' sponsorship investments could have been anticipated. As such, as well as providing a conceptual extension to the sponsorship literature, the paper also offers a route for more empirical analyses of potential sponsorship opportunities.

Fostering sustainability: reinventing SME strategy in the new normal

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Kui Hu ◽  
Daisy Mui Hung Kee
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Small And Medium Enterprises ◽  
Business Environment ◽  
Sustainable Competitive Advantage ◽  
Holistic View ◽  
Resource Based View ◽  
New Normal ◽  
Content Type ◽  
Subsequent Performance

Purpose This paper aims to deliberate the significant impacts caused by the COVID-19 pandemic on small and medium enterprises (SMEs). It also discusses SMEs’ practical approaches to capitalise on the renewed opportunity in the new normal by expanding their businesses regionally and globally. This paper also discusses the tactical and strategic interventions SMEs need to take to charge forward. Design/methodology/approach The resource-based view of the firm (Barney, 1991) is used to explain how SMEs develop a sustainable competitive advantage in the new normal. The resource-based view focuses on the link between strategy and firm internal resources. Drawing from the resource-based view of the firm, internal analysis of the resources that are regarded as sources of competitive advantage controlled by the SMEs is imperative in today’s business environment. Based on the resource-based view theory, this paper focuses on reinventing SME’s strategies in the new normal to foster sustainability. Findings Post-COVID-19 pandemic, SMEs must essentially be dynamic, forward-looking and transformational in capturing the regional and global markets’ opportunities. They need to sharpen their internal competencies and realign their effective business strategy in seizing the vast opportunities in the international markets. Practical implications How SMEs respond to COVID-19 has important implications for subsequent performance in the new normal. This study focuses on the different potential SMEs’ reactions to COVID-19 and how their strategy affects SMEs performance and fosters sustainability in the new normal. Social implications The sustainability of SMEs is critical for the nation’s socio-economy. This study offers a holistic view of how SMEs respond to their challenges and help them choose the right business options. Originality/value This paper’s contents are solidly based on accumulated evidence, observation and critical arguments on the impacts caused by the COVID-19 pandemic that caused numerous challenges faced by the SMEs, with a specific focus on SMEs operating in Malaysia.

scholarly journals Exploiting Resources for Competitive Advantage of Cooperative Organizations in Malaysia

2018 ◽  
Vol 3 (12) ◽  
pp. 63
Author(s):  
Rohana Othman ◽  
Roshayani Arshad ◽  
Nooraslinda Abdul Aris ◽  
Siti Maznah Mohd Arif
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Business Performance ◽  
Publishing House ◽  
Annual Reports ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Internal Resources ◽  
Sustained Competitive Advantage ◽  
International Publishing

Outstanding business performance and sustainable competitive advantage depend critically on tangible organizational resources, looking from the Resource-based view theory (Galbreath, 2004; Fahy, 2002). Lippman and Rumelt (2003) opined firms’ assets (physical or financial) hold the potential to create peak value for competitive advantage, relatively free from the threat of being replicated. Firms are able to thwart threats by focusing on identifying and exploiting resources. This paper investigates the influence of organization’s tangible resources on cooperative's success. Content analyses of annual reports of Malaysian cooperatives testify tangible internal resources are a viable business strategy for sustained competitive advantage positively impacting performance.Keywords: Physical Resources, Cooperatives, Resource-based view (RBV) theory, SustainabilityeISSN 2398-4295 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

Study on Performance Measurement of Logistics Service Providers

2011 ◽  
Vol 271-273 ◽  
pp. 241-246
Author(s):  
Yan Li ◽  
Hong Xia Li
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Service Providers ◽  
Service Performance ◽  
Resource Based View ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Different Types ◽  
Relational Resources ◽  
Performance Results

This article identifies strategic logistics resources acquired and bundled by logistics service providers (LSPs) to achieve competitive advantage. Drawing on the resource-based view (RBV) of the firm, this study empirically examines if there exist different types of logistics service providers (LSPs), and whether the types differ in service performance. Results show that all LSPs have been acquiring physical, human, information, knowledge and relational resources and then bundling them together in various specific manners to create inimitable and firm specific capabilities. The results of this study can be used in a Pareto sense of focusing on a few vital factors that can enhance firm performance.

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

2018 ◽  
Vol 34 (1) ◽  
Author(s):  
Ta Huy Hung
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Sustained Competitive Advantage ◽  
Manufacturing Performance ◽  
And Performance

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs  and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs. Keywords SMEs, KPIs , Performance appraisal References Ahmad, M. M., & Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., & Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management & Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., & Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., & Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế & phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley & Sons.Rodriguez, R. R., Saiz, J. J. A., & Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., & Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., & Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., & Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.  

scholarly journals Vantagem competitiva de uma franquia no segmento de chocolates finos: um estudo na perspectiva Resource-Based View (RBV)

2017 ◽  
Vol 16 (3) ◽  
pp. 1035-1058
Author(s):  
Karla Dayane Bezerra Cruz ◽  
Laise Cristina Lima Pereira
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Physical Space ◽  
Local Market ◽  
Cleaning Product ◽  
Resource Based View ◽  
Environmental Cleaning ◽  
Market Trends ◽  
The City

Neste artigo teve-se como objetivo explorar o estudo do modelo Resource Based View (RBV) aplicado em uma Franquia de chocolates finos – Cacau Show – localizada no Município de Currais Novos, RN. Buscou-se identificar os recursos que geram vantagem competitiva para a Franquia a partir de um questionário fechado aplicado à gestora e aos clientes, com base no modelo RBV apresentado por Barney (2007), e que estão alinhados às escolhas dos clientes que compram na referida Franquia. A metodologia utilizada foi do tipo descritivo com enfoque quantitativo, cuja necessidade foi analisar as opiniões variáveis sobre os recursos: valor, humano, físico e organizacional, de forma que os resultados obtidos forneceram maior relação nos recursos humano e organizacional, que favoreceram a vantagem competitiva, principalmente no que se refere à qualidade no atendimento e dos produtos, além do acompanhamento das tendências do mercado. Os recursos de menor similaridade são: valor e físico, visto que os clientes não se expressaram exigentes nos aspectos localização e tecnologia da franquia, iluminação da loja e layout da empresa, tornando-se reais balizadores de sucesso, já que para o gestor essas condições são de extrema importância; por outro lado, os clientes são exigentes nos quesitos limpeza do ambiente, variedades de produtos e espaço físico, sendo estes, portanto, recursos que devem ser priorizados a fim de favorecer o destaque da Cacau Show no segmento de chocolates finos no mercado local.Palavras-chave: Vantagem competitiva. Modelo RBV. Franquia. Estratégia empresarial. Mercado local. Abstract This article aimed to explore the study of Resource Based View (RBV) model, applied in a franchise of fine chocolates – Cacau Show – located in the city of Currais Novos, RN. The research sought to identify the resources that generate competitive advantage for the franchise from a questionnaire applied to management and customers, based on the RBV model presented by Barney (2007), and that are aligned with the choice of customers who buy in this Franchise. The methodology used was descriptive with quantitative approach, whose need was to analyze the variable opinions on resources: value, human, physical and organizational, so that the results provided greater relation in the human and organizational resources, that favored the competitive advantage, especially regarding the quality of service and products, and monitoring of market trends. The resources of smaller similarity are: value and physical, since customers were not demanding in the aspects location and franchise technology, store lighting and layout of the company, becoming a guide for real success, as for the manager of these conditions are of utmost importance; on the other hand, customers are demanding in environmental cleaning, product varieties and physical space, so these resources must be prioritized in order to favor the highlight of Cacau Show in the segment of fine chocolates in the local market.Keywords: Competitive advantage. RBV model. Franchising. Business strategy. Local market.

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