Designing, implementing and updating performance measurement systems

This paper addresses issues met when designing, implementing, using and continuously updating performance measurement systems in manufacturing companies. The paper develops, from theory, a framework for analysing the implementation of a performance measurement system and uses this framework to inter...

Full description

Saved in:
Bibliographic Details
Published inInternational journal of operations & production management Vol. 20; no. 7; pp. 754 - 771
Main Authors Bourne, Mike, Mills, John, Wilcox, Mark, Neely, Andy, Platts, Ken
Format Journal Article
LanguageEnglish
Published Bradford MCB UP Ltd 01.07.2000
Emerald Group Publishing Limited
Subjects
Alignment
Balanced Scorecard
Colleges & universities
Design
Implementation
Manufacturing
Performance evaluation
Performance measurement
Strategic management
Strategic management
Alignment
Performance measurement
Implementation
Online AccessGet full text

Cover

More Information
Summary:This paper addresses issues met when designing, implementing, using and continuously updating performance measurement systems in manufacturing companies. The paper develops, from theory, a framework for analysing the implementation of a performance measurement system and uses this framework to interpret three longitudinal case studies. The paper concludes that specific processes are required to continuously align the performance measurement system with strategy. When these processes are combined with a well defined model of strategic success, the measurement system can enhance the strategic management process by challenging the assumptions and the strategy itself.
Bibliography:original-pdf:0240200701.pdf
filenameID:0240200701
href:01443570010330739.pdf
ark:/67375/4W2-WT3Z05VF-R
istex:CBBC27C08CBAAB552319B9B914E4B5AAEB0EFAA1
ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0144-3577
1758-6593
DOI:10.1108/01443570010330739