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While there is abundant literature in the field of performance measurement systems and performance management practices (PMM), there is little research into how the current highly volatile, uncertain and ambiguous operating environment are affecting the way organisations measure and manage performance. The literature suggests that business trends are indeed affecting the way organisations are managed in general, but their effect on PMM is rarely investigated. Thus, the purpose of this paper is to explore how current business trends are impacting PMM. A literature review reveals five business trends and develops an analytical framework based on organisational control theory. This framework is then used to explore the impact of these business trends through fine-grained case studies across four diverse organisations. Findings suggest that emerging technologies enable collaborative networks creating opportunities for co-creating value while, at the same time, fostering innovation. The findings are theorised using organisational control dimensions that lead to a number of propositions concerning: how the use and purpose of PMM is changing; how strategic objectives are expressed and deployed with particular differences in strategic and turbulent environments; changes in the focus and scope of how performance is measured and reviewed. The paper contributes to existing knowledge by explaining the changing nature of PMM from an organisational control perspective and also by presenting a framework to inform future studies investigating the impact of new business trends on PMM. The paper also reveals practical insights for improving performance measurement systems and performance management practices in organisations.
Sai S. Nudurupati; Patrizia Garengo; Umit S. Bititci. Impact of the changing business environment on performance measurement and management practices. International Journal of Production Economics 2020, 232, 107942 .
AMA StyleSai S. Nudurupati, Patrizia Garengo, Umit S. Bititci. Impact of the changing business environment on performance measurement and management practices. International Journal of Production Economics. 2020; 232 ():107942.
Chicago/Turabian StyleSai S. Nudurupati; Patrizia Garengo; Umit S. Bititci. 2020. "Impact of the changing business environment on performance measurement and management practices." International Journal of Production Economics 232, no. : 107942.
Purpose Literature describes the transformation process of employees’ individual competences into firm-specific competences as a great challenge in the performance management and management field. Recently, to favor the transformation of competences, some companies have adopted enterprise social networking (ESN). However, not enough studies support the understanding of its role in performance management and measurement and scant attention is given to the inclusion of competences in a holistic performance measurement and management system (PMMS). To help close this gap, the purpose of this paper is to develop knowledge on the role of ESN in measurement and management of competences to favor the development of a holistic PMMS. Design/methodology/approach The research adopts a multiple case study methodology using a qualitative meta-analysis. It investigates 32 multinational companies by case studies available in the scientific literature. Findings The results highlight the use of ESN as a relevant support for the development of a holistic PMMS based on a high maturity in performance measurement and a democratic and participative approach in performance management. ESN provides real-time data collection, analysis and reports that encourage a democratic and participative performance management. It facilitates relationships, knowledge sharing and favors a high maturity performance measurement. Originality/value The paper provides implications for theory, practice and society. First, the paper rationalizes the impact of ESN usage on performance measurement and management. Second, it offers new knowledge supporting practitioners in the development of holistic PMMS. Third, it highlights that ESN favors people in self-expression of own capacity, sharing artwork and knowledge on specific topics.
Alberto Sardi; Patrizia Garengo; Umit Bititci. Measurement and management of competences by enterprise social networking. International Journal of Productivity and Performance Management 2019, 68, 109 -126.
AMA StyleAlberto Sardi, Patrizia Garengo, Umit Bititci. Measurement and management of competences by enterprise social networking. International Journal of Productivity and Performance Management. 2019; 68 (1):109-126.
Chicago/Turabian StyleAlberto Sardi; Patrizia Garengo; Umit Bititci. 2019. "Measurement and management of competences by enterprise social networking." International Journal of Productivity and Performance Management 68, no. 1: 109-126.
Mike Bourne; Steven Melnyk; Umit S. Bititci. Performance measurement and management: theory and practice. International Journal of Operations & Production Management 2018, 38, 2010 -2021.
AMA StyleMike Bourne, Steven Melnyk, Umit S. Bititci. Performance measurement and management: theory and practice. International Journal of Operations & Production Management. 2018; 38 (11):2010-2021.
Chicago/Turabian StyleMike Bourne; Steven Melnyk; Umit S. Bititci. 2018. "Performance measurement and management: theory and practice." International Journal of Operations & Production Management 38, no. 11: 2010-2021.
Purpose Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely driven by enterprise viewpoint. Considering dynamic nature of Indian telecom industry where customers hold high bargaining power in the industry, flexible strategy game-card has been adopted as a theoretical basis. The purpose of this study is to capture an “outside-in view” of enterprise performance by incorporating performance measurement from customers’ perspective and highlight dual perspectives of performance, i.e. enterprise and customers’. Design/methodology/approach Rigorous empirical data analysis tools have been used on the data collated through opinion survey to develop strategic performance management model for Indian telecom service providers where mediation effects of customers’-based strategic factors have also been captured. Findings The findings emphasize the fact that financial performance indicators are outcome variables that are driven by the external environment, internal organizational structure and business processes. An effective performance management system (PMS) should consist enabling performance indicators (customers’ perspective) in addition to leading and lagging performance indicators that are widely discussed in the literature. Research limitations/implications The set of performance indicators identified is in the context of Indian telecom service operators, which should be used in another context with full caution. The generalization of the empirically validated strategic performance management model in other country context is limited. However, the process of development of PMS could be taken as an example to replicate in any other context. Originality/value Measuring an enterprise performance from customers’ perspective is the major contribution of this study. With the diverse set of performance indicators, effective PMS can be developed and deployed where tangible measures act as lagging indicators, namely, situational and operational, strategic measures act as leading indicators, and subscribers’ crucial assessment measures act as enabling indicators.
Neetu Yadav; Sushil Sushil; Umit Sezer Bititci. Development of performance management system incorporating dual perspectives of enterprise and customers’. Measuring Business Excellence 2018, 22, 201 -219.
AMA StyleNeetu Yadav, Sushil Sushil, Umit Sezer Bititci. Development of performance management system incorporating dual perspectives of enterprise and customers’. Measuring Business Excellence. 2018; 22 (3):201-219.
Chicago/Turabian StyleNeetu Yadav; Sushil Sushil; Umit Sezer Bititci. 2018. "Development of performance management system incorporating dual perspectives of enterprise and customers’." Measuring Business Excellence 22, no. 3: 201-219.
Umit S. Bititci; Michael Bourne; Jennifer A. (Farris) Cross; Sai Sudhakar Nudurupati; Katherine Sang. Editorial: Towards a Theoretical Foundation for Performance Measurement and Management. International Journal of Management Reviews 2018, 20, 653 -660.
AMA StyleUmit S. Bititci, Michael Bourne, Jennifer A. (Farris) Cross, Sai Sudhakar Nudurupati, Katherine Sang. Editorial: Towards a Theoretical Foundation for Performance Measurement and Management. International Journal of Management Reviews. 2018; 20 (3):653-660.
Chicago/Turabian StyleUmit S. Bititci; Michael Bourne; Jennifer A. (Farris) Cross; Sai Sudhakar Nudurupati; Katherine Sang. 2018. "Editorial: Towards a Theoretical Foundation for Performance Measurement and Management." International Journal of Management Reviews 20, no. 3: 653-660.
Rick Edgeman; Michael Bourne; Umit Sezer Bititci; Sai Nudurupati. Remastered, reinvented and reimagined: evolving and merging performance management and measurement paths. Measuring Business Excellence 2017, 21, 209 -213.
AMA StyleRick Edgeman, Michael Bourne, Umit Sezer Bititci, Sai Nudurupati. Remastered, reinvented and reimagined: evolving and merging performance management and measurement paths. Measuring Business Excellence. 2017; 21 (3):209-213.
Chicago/Turabian StyleRick Edgeman; Michael Bourne; Umit Sezer Bititci; Sai Nudurupati. 2017. "Remastered, reinvented and reimagined: evolving and merging performance management and measurement paths." Measuring Business Excellence 21, no. 3: 209-213.
Purpose: Disassembly is an important process that distinguishes remanufacturing from conventional manufacturing. It is a unique process that becomes focus of investigation from many scholars. Yet, most scholars investigate disassembly from technical and operational standpoint that lack of strategic perspective. This paper attempts to fill this gap by looking at disassembly from a strategic perspective by considering organisational characteristics, process choices and product attributes. To be more specific, this paper has three objectives. First, to gain understanding what has been done, and what need to be done in the field of disassembly in remanufacturing. Second, to conduct a systematic literature review for identifying the factors affecting disassembly for remanufacturing. Third, to propose a new model of disassembly for remanufacturing and also to provide avenues for future research.Design/methodology/approach: This study used a systematic literature review method. A series of steps were undertaken during the review. The study was started with determining the purpose of the study, selecting appropriate keywords, and reducing the selected papers using a number of criteria. A deeper analysis was carried out on the final paper that meets the criteria for this review.Findings: There are two main findings of this study. First, a list of factors affecting disassembly in remanufacturing is identified. The factors can be categorised into three groups: organisational factors, process choices and product attributes. Second, using factors that have been identified, a new model of disassembly process for remanufacturing is developed. Current studies only consider disassembly as a physical activity to break down products into components. In the new model, disassembly is viewed as a process that converts into into output, which consist of a series of steps.Research limitations/implications: The opportunities for future research include: the need to develop an index of factors affecting disassembly, and how to most appropriate relationship between original equipment manufacturers and contract remanufacturers to share knowledge gained from remanufacturing operations to improve product remanufacturability.Practical implications: Remanufacturers should not focus on product attributes only in order to manage their disassembly process efficiently. Rather, more strategic factors such organisational factors and process choices should also be considered as well.Originality/value: This is the first study that identifies a comprehensive factors affecting disassembly in remanufacturing. In addition, it is for the first time that disassembly is not only viewed as a physical activity, but it is a process that consists of a series of step.
Anjar Priyono; Winifred Ijomah; Umit Bititci. Disassembly for remanufacturing: A systematic literature review, new model development and future research needs. Journal of Industrial Engineering and Management 2016, 9, 899 .
AMA StyleAnjar Priyono, Winifred Ijomah, Umit Bititci. Disassembly for remanufacturing: A systematic literature review, new model development and future research needs. Journal of Industrial Engineering and Management. 2016; 9 (4):899.
Chicago/Turabian StyleAnjar Priyono; Winifred Ijomah; Umit Bititci. 2016. "Disassembly for remanufacturing: A systematic literature review, new model development and future research needs." Journal of Industrial Engineering and Management 9, no. 4: 899.
Michael Bourne; Steven A. Melnyk; Umit Bititci; Ken Platts; Bjørn Andersen. Emerging issues in performance measurement. Management Accounting Research 2014, 25, 117 -118.
AMA StyleMichael Bourne, Steven A. Melnyk, Umit Bititci, Ken Platts, Bjørn Andersen. Emerging issues in performance measurement. Management Accounting Research. 2014; 25 (2):117-118.
Chicago/Turabian StyleMichael Bourne; Steven A. Melnyk; Umit Bititci; Ken Platts; Bjørn Andersen. 2014. "Emerging issues in performance measurement." Management Accounting Research 25, no. 2: 117-118.
Cambridge Core - Strategic Management - Business Performance Measurement - edited by Andy Neely
David Otley; Bruce Clark; Rob Austin; Marshall W. Meyer; Michel LeBas; Ken Euske; Jody Hoffer Gittell; Margit Osterloh; Bruno S. Frey; Clive Emmanuel; Mike Kennerley; Elspeth Murray; Peter Richardson; Umit Bititci; Allan Carrie; Trevor Turner; Mike Bourne; David Mayle; Matthew Hinton; Graham Francis; Jacky Holloway; Tim Ambler; Flora Kokkinaki; Thomas Ahrens; Chris Chapman; Ken Ogata; Rich Goodkey; Kai Kristensen; Anne Martensen; Lars Grønholdt; Mohammed Al Najjar; Riitta Katila; Pat Larkey. Business Performance Measurement. Business Performance Measurement 2002, 1 .
AMA StyleDavid Otley, Bruce Clark, Rob Austin, Marshall W. Meyer, Michel LeBas, Ken Euske, Jody Hoffer Gittell, Margit Osterloh, Bruno S. Frey, Clive Emmanuel, Mike Kennerley, Elspeth Murray, Peter Richardson, Umit Bititci, Allan Carrie, Trevor Turner, Mike Bourne, David Mayle, Matthew Hinton, Graham Francis, Jacky Holloway, Tim Ambler, Flora Kokkinaki, Thomas Ahrens, Chris Chapman, Ken Ogata, Rich Goodkey, Kai Kristensen, Anne Martensen, Lars Grønholdt, Mohammed Al Najjar, Riitta Katila, Pat Larkey. Business Performance Measurement. Business Performance Measurement. 2002; ():1.
Chicago/Turabian StyleDavid Otley; Bruce Clark; Rob Austin; Marshall W. Meyer; Michel LeBas; Ken Euske; Jody Hoffer Gittell; Margit Osterloh; Bruno S. Frey; Clive Emmanuel; Mike Kennerley; Elspeth Murray; Peter Richardson; Umit Bititci; Allan Carrie; Trevor Turner; Mike Bourne; David Mayle; Matthew Hinton; Graham Francis; Jacky Holloway; Tim Ambler; Flora Kokkinaki; Thomas Ahrens; Chris Chapman; Ken Ogata; Rich Goodkey; Kai Kristensen; Anne Martensen; Lars Grønholdt; Mohammed Al Najjar; Riitta Katila; Pat Larkey. 2002. "Business Performance Measurement." Business Performance Measurement , no. : 1.
This paper discusses and disseminates the results of a comparative study conducted by the researchers at Cambridge and Strathclyde, in order to develop a better understanding of the relative merits of their frameworks for performance measurement. The study focuses on a small manufacturing company, which used the process designed by the Cambridge group to design and implement a performance measurement system. The Reference Model developed by the Strathclyde group was then used to audit the company's performance measurement system. The paper concludes that the two approaches are complementary if a business process view of performance measurement is taken.
Umit Bititci; Trevor Turner; Mike Bourne. Performance measurement: the comparison between a process and a model approach. International Journal of Business Performance Management 2001, 3, 135 .
AMA StyleUmit Bititci, Trevor Turner, Mike Bourne. Performance measurement: the comparison between a process and a model approach. International Journal of Business Performance Management. 2001; 3 (2/3/4):135.
Chicago/Turabian StyleUmit Bititci; Trevor Turner; Mike Bourne. 2001. "Performance measurement: the comparison between a process and a model approach." International Journal of Business Performance Management 3, no. 2/3/4: 135.