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Purpose: Since the introduction of balanced scorecard by Kaplan and Norton in 1992, it garnered considerable research and practice attention across disciplines. Using bibliometric analysis, this study examines trends in balanced scorecard research in last 20 years and identifies future areas of research. Design/methodology/approach: The Web of Science database was used to extract research papers from the 2003 to 2023 period with "Balanced Scorecard" as topic. The final sample consisted of 445 articles. Trends and patterns were analyzed using bibliometric analysis through research profiling and thematic analysis. Findings: The findings reveal that BSC, spanning across disciplines, including business and operations, has enriched the theory and practice of BSC research. Analytical and survey methods were more prevalent than primary studies. Scholars from the USA and the UK have made noteworthy contributions to balanced scorecard research. Emerging themes include integrating human resources, sustainability, subjectivity in performance evaluation and non-financial performance indicators in BSC for better strategic decision-making. Practical implications: The study would inspire researchers to generate new research questions and hypotheses and help in identifying gaps in the current knowledge base and areas where further investigation is needed. Managers would gain useful insights into performance management by studying the BSC research evolution to find a fit for modern-day industry needs. Originality/value: The authors' contribution fills the void by providing useful account of extent research over last 20 years using bibliometric analysis and motivate future research directions. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to comprehensively assess how digital maturity degree (DMD) impacts sustainable supply chain management (SSCM) performance through the mediating role of SSCM practices in businesses in Vietnam. Design/methodology/approach: The hypotheses were performed using partial least square-structural equation modeling (PLS-SEM) with data collected from a survey of over 234 managers having responsibility in the supply chain field in Vietnam. Qualitative data were collected through semistructured interviews with 6 experts to deepen understanding of the relationship between DMD and SSCM. Findings: The results show the mix-results in the relationship between SSCM practices and SSCM performance dimensions while DMD strongly impacts SSCM practices. Also, this study finds the mediating role of SSCM practices on the relationship between DMD and SSCM performance. Originality/value: This is the first study to investigate the role of DMD on SSCM practices and SSCM performance, using empirical evidence. Moreover, the authors integrate both qualitative and quantitative for understanding complex SSCM phenomena. The present study also helps businesses improve their SSCM performance by leveraging SSCM practices and developing their digital technologies in the long-term view. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this research is to present an integrated methodological framework to aid in performance stewardship of management institutions according to their strategies based on a holistic evaluation encompassing social, economic and environmental dimensions. Design/methodology/approach: A Mamdani fuzzy inference system (FIS) approach was adopted to design the quantitative models with respect to balanced scorecard (BSC) perspectives to demonstrate dynamic capability. Individual models were developed for each perspective of BSC using Mamdani FIS. Data was collected from subject matter experts in management education. Findings: The proposed methodology is able to successfully compute the scores for each perspective. Effective placement, teaching learning process, faculty development and systematic feedback from the stakeholders were found to be the key drivers for revenue generation. The model is validated as the results were well accepted by the head of the institution after implementation. Research limitations/implications: The model resulting from this study will assist the institution to cyclically assess its performance, thus enabling continuous improvement. The strategy map provides the causality of the objectives across the four perspectives to aid the practitioners to better strategize. Also this study contributes to the literature of BSC as well to the applications of multi-criteria decision-making (MCDM) techniques. Originality/value: Mamdani FIS integrated BSC model is a significant contribution to the academia of management education to quantitatively compute the performance of institutions. This quantified model reduces the ambiguity for practitioners to decide the performance levels for each metric and the priorities of metrics. [ABSTRACT FROM AUTHOR]

Purpose: This study examines the direct and indirect effects of organizational environmental orientation (EO)/culture, quality management practices (QMP) and sustainability experience (SE) on the relationship between organizational green practices (GP) and the triple bottom line (TBL) of sustainability performance (SuP). Design/methodology/approach: To test the seven hypotheses, a structured questionnaire was used to collect data. The responses of 365 managers from various USA businesses in the service industries were analyzed using IBM SPSS and structural equation modeling (SEM)-AMOS. Findings: The empirical results indicate that positive SuP in the economic, environmental and social dimensions and organizational GP can be improved by a strong culture of EO, effective QMP and substantial SE. Practical implications: This research fills the gap in existing research between important organizational and environmental priorities and SuP. Consequently, the study provides managers with important strategic guidance: for environmental practices to achieve profitability and sustainability success, companies must promote an environmental-mindful culture and strategically invest in integrated QM systems. Originality/value: This research is one of the first that explores how organizational environmental culture and QMP affect directly and indirectly the relationship between GP and SuP. These results provide empirical evidence to support the claim that environmental culture and QMP have significant direct and indirect effects on the relationship between GP and SuP dimensions. [ABSTRACT FROM AUTHOR]

Purpose: Relative performance evaluation (RPE) is a widely practiced employee appraisal process in the services industry. In a global delivery model, teams are spread across different geographical locations. The team members work on various tasks under the guidance of different managers and at times under more than one manager for performing the same task. Such complexities make RPE of the team members quite challenging. The paper proposes a methodical step-by-step approach to simplify the evaluation process without compromising on the rigour. Design/methodology/approach: RPE has followed three different approaches. First is the traditional way, wherein evaluators had a common meeting to discuss and arrive at relative evaluation and ranking of members of the peer group employees. In the second, the number of evaluators and employees in a peer group were split in to 2 subgroups. The evaluators provided independent ratings and rankings. Simple mathematical tool then derived the combined ranking. In the third approach, each evaluator evaluated each employee in the peer group and provided the relative ranking for each employee. Again, mathematical tools provided the final ranking considering inputs from all evaluators. All the three evaluation approaches were analysed through an inter-rater agreement method. Findings: All the three approaches for evaluation provided similar results giving confidence that less time-consuming methods could be adopted by evaluators without compromising on the rigour of the evaluation. The outcome of the exercise proved effective as the complaints reaching the ombudsmen reduced as compared to the earlier years. Considerable evaluation time was also saved. The study described in this paper is carried out in a non-unionized, Indian private sector services firm. Its effectiveness in other set ups is yet to be tested. Research limitations/implications: The research is carried out in the Indian Engineering services firm operating in the Knowledge based sector. Though study results are encouraging, the adaptability of methodology across different sectors and geographies is yet to be tested. More broad based studies are needed to evaluate suitability across firms and regions. Practical implications: Relative evaluation exercise is challenging for evaluators. Although openness in evaluation is desired, it also makes evaluators uncomfortable in appearing to be taking sides or being opposing a candidate's ranking. The proposed approach brings in anonymity to each evaluator without scarifying individual evaluation. Social implications: The proposed methodology can be deployed across different services industries as the proposed methodology is business domain agnostic. It can be easily ported and tailored to align with an individual organization's evaluation philosophy. The suitability and effectiveness of the method can be studied under various types of firms like manufacturing, private, public, NGO, labour oriented, etc. As the proposed method reduces efforts, the stake holders can focus on understanding the relation between employee performance measurement, employee engagement, and long-term outcomes related to employee performance evaluation. Originality/value: The proposed employee evaluation method leverages inter-rater reliability and agreement tool as a consensus approach to the relative performance ranking exercise. Such an approach to relative performance ranking is original as no prior studies with such an approach are found in the existing Literature. [ABSTRACT FROM AUTHOR]

Purpose: This research studies the development of the evolving dynamic system model and explores the important elements or factors and what detailed attributes are the main influences model in achieving the success of a business, industry and management. It also identifies the real and major differences between static and dynamic business management models and the detailed factors that influence them. Later, this research investigates the benefits/advantages and limitations/disadvantages of some research studies. The studies conducted in this research put more emphasis on the capabilities of system dynamics (SD) in modeling and the ability to measure, analyse and capture problems in business, industry, manufacturing etc. Design/methodology/approach: The research presented in this work is a qualitative research based on a literature review. Publicly available research publications and reports have been used to create a research foundation, identify the research gaps and develop new analyses from the comparative studies. As the literature review progressed, the scope of the literature search was further narrowed down to the development of SD models. Often, references to certain selected literature have been examined to find other relevant literature. To do so, a supporting tool (that connects related articles) provided by Google Scholar, Scopus, and particular journals has been used. Findings: The dynamic business and management model is very different from the static business model in complexity, formality, flexibility, capturing, relationships, advantages, innovation model, new goals, updated information, perspective and problem-solving abilities. The initial approach of a static system was applied in the canvas business model, but further developments can be continued with a dynamic system approach. Research limitations/implications: Based on this study, which shows that businesses are developing more towards digitalisation, wanting the ability to keep up with the era that is moving so fast and the desire to increase profits, an instrument is needed that can help describe the difficulties of the needs and developments of the future world. This instrument, or tool of SD, is also expected to assist in drawing future models and in building a business with complex variables that can be predicted from the beginning. Practical implications: This study will contribute to the SD study for many business incubator research studies. Many practical in business incubator management to have a benefit how to achieve the business performance management (BPM) in SD review. Originality/value: The significant differences between static and dynamics to be used for business research and strategic performance management. This comparative study analyses some SD models from many authors worldwide. Their goals behind their strategic business models and encounter for their respective progress. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor. Design/methodology/approach: This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling. Findings: The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction. Research limitations/implications: Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible. Practical implications: The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences. Originality/value: This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC. [ABSTRACT FROM AUTHOR]

Purpose: The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry. Design/methodology/approach: Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters. Findings: The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters. Originality/value: By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry. [ABSTRACT FROM AUTHOR]

Purpose: The paper is a proof of concept (PoC) intervention study aimed for developing performance management (PM) practices in manufacturing small and medium-sized enterprises (SMEs) with the longer-term aim enabling the SMEs to improve their productivity. The intervention was designed and deployed by a collaborative quartet of academics, management consultants, accountancy firm and a commercial bank manager. Design/methodology/approach: The paper firstly musters a set of initialising PM practices aligned to productivity improvement. These are utilised to design a knowledge transfer intervention for deployment with a set of manufacturing SMEs incorporating some associated productivity tools. The evaluation of the intervention utilised a case study approach founded on a logic model of the intervention to assess the development of the PM practices. Findings: The intervention contributed to a partial development of the mustered practices and the productivity diagnostic based on the multi-factor productivity (MFP) abstraction and a data extraction protocol had the strongest impact. The study revealed the importance of the three interlaced factors: Depth of engagement, feedback opportunities and the intervention gradient (the increase of independent action from the participating SME's and the diminishment of the external intervention effort). Research limitations/implications: The case study is based on a limited number of individual SME's, and within just the manufacturing sector. Practical implications: SME businesses will require a more sustained programme of interventions than this pilot to develop PM capability, and depth of engagement within the SME is critical. Professional stakeholders can be utilised in recruitment of firms for intervention programmes. Business can start developing PM capability prior to PMS implementation using the tools from this programme. Originality/value: The productivity diagnostic tool, based on a synthesis of MFP and the performance pyramid, an array of potential initialising practices for PM capability and discovery of potential mechanisms for PM practice development. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to provide managers with suitable strategic KPIs in decision-making processes, which aim to integrate the environmental dimension of sustainability at a business level in manufacturing organisations. Design/methodology/approach: In view of the research proposal addressed, semi-structured interviews were conducted, based on theoretical milestones of the performance management system (PMS), with 48 managers that work in Italian manufacturing firms and specialise in green practices. Findings: The authors developed a novel environmentally performed framework to adequately integrate environmental value drivers at a strategic level. Practical implications: The resulting issues addressed in this paper, and their integration in the business strategy for managing environmental complexity, allows contributing, firstly, to the existing literature by suggesting the relevant key value drivers that need to be mostly studied from an accounting point of view. In addition, from these results, though their experience managers will have up-to-date key measures that could, in the future, help the integration process between the environmental aspect of the sustainability dimension and the PMS. Originality/value: The results generate a robust roadmap for future analysis in this research field. Accordingly, the paper engenders a strategic alignment in the green transition process, providing scholars and practitioners with a clear view of the key sustainable drivers, metrics and potential solutions that have not been addressed to date. [ABSTRACT FROM AUTHOR]

Purpose: This paper discusses the concept, definition and usage of Key Activity Indicators (KAIs) and their integration within a Performance Measurement and Management system (PMM). Design/methodology/approach: The actual definition and application areas of the KAIs are determined through a systematic literature review. Successively, a thorough definition of Key Activity Indicators is provided, along with a set of criteria for their deployment. Lastly, a case involving a Large Scale Retail Trade (LSRT) company is reported to report an example for guiding KAIs adoption. Findings: This research shows that the scientific background concerning KAIs is still not mature. Moreover, the paper defines the role of KAIs for measuring operational activities and their possible connection with Key Performance Indicators (KPIs). Research limitations/implications: Although KAIs have been introduced and discussed in the scientific literature; there is no evidence of criteria to deploy these indicators, leaving organizations without any guidance for their operational implementation. Practical implications: From an academic standpoint, the study provides an overview of the usage of KAIs within the present scientific contributions, showing the advancements of this research field. From an industrial standpoint, the research proposes a set of criteria for the organizational deployment of KAIs. Originality/value: The study investigates the concept of KAIs that, besides being originally conceived within World Class Manufacturing (WCM), has not received much attention in the scientific literature. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to demonstrate that the Dynamic Performance Management (DPM) framework, integrating performance management with system dynamics modelling, enables decision-makers to identify sustainable strategies in online food delivery platforms, thereby avoiding company failure. Design/methodology/approach: This study undertakes a multistep methodological approach. After the literature review, a retrospective case study approach was used. To build the DPM framework and the system dynamics simulation model, primary and secondary data were collected and analysed. Findings: This study by adopting the DPM perspective highlights the critical role performance drivers play to assess the viability of alternative growth strategies in food delivery digital platforms. As such, the findings complement extant studies which highlighted the need for adopting a dynamic perspective in Performance Measurement and Management (PMM), particularly in complex and turbulent environments. Findings also highlight that in food delivery platforms, network effects may result insufficient to reach a critical volume of users and factors such as key drivers impacting platform attractiveness must be considered to design effective PMM. Research limitations/implications: Future studies may apply the DPM framework here suggested to multiple digital platforms, to validate this study's findings. Practical implications: This paper offers a guidance to practitioners and scholars to design effective PMM in food delivery digital platforms. Originality/value: This study offers an innovative perspective to analyse the interdependences among main mechanisms underpinning the performance of food delivery platforms. As such, it contributes to enrich prior PMM literature and addresses the call for more empirical and theoretical PMM contributions in fast-changing and turbulent environments. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is twofold. First, to combine a holistic model – in our case the balanced scorecard – with the time-driven activity-based costing model. The inspiration for this stems both from Kaplan and Norton and from the intense discussions and use of business analytics (BA) and performance management (PM). Second, to use numerical experiments – more specifically Monte Carlo simulation – to design and explore four hypothetical scenarios within such a holistic model. The paper also aims to emphasise the role played by statistics in increasing the confidence in using such a framework. Design/methodology/approach: The author runs four numerical experiments using different assumptions to show how a decision-maker can improve the outcome by making small changes in the key performance indicator (KPI) input variables. Findings: The paper gives recommendations for the assumptions that each decision-maker has to consider when setting out to conduct this kind of analysis. Small changes in some input variables may completely change the output and hence the decision result. Practical implications: The paper shows why practitioners and researchers need to better understand the limitations of deterministic analysis to make realistic models when combining more accounting models. To choose the relevant probability distributions for the input resources is an important issue for the decision-maker as they have a very large impact on the result. Originality/value: The real value of the paper lies in making students and practitioners as well as researchers aware of the opportunities for stochastic modelling and also to point at the problems and limitations of combining elements from BA with performance measurement and management. [ABSTRACT FROM AUTHOR]

Purpose: This paper investigates organizational performance effects by using performance management (PM) practices (both quality and internal managerial practices) and the moderating effects of the organizational context (cultural aspects and government pressures) on this relationship. Design/methodology/approach: Interrelationships are studied based on data collected by a unique survey administered to Portuguese government agencies. A combination of the economic theory (and the New Public Management [NPM] assumptions) with the institutional theory (inspired by the old institutional economy [OIE] and the new institutional sociology [NIS]) provides a plausibly adequate theoretical framework. Findings: These support the hypothesis about the positive effects of PM practices use (both internal and quality-oriented practices) on organizational performance which validates economic and NPM assumptions. The regression results also show that performance would improve if PM practices were aligned with the organizational culture (at least partially). Looking at the moderating effects, the study finds that agencies more oriented to the use of internal management practices aligned with a citizen-centred approach would have improvements in internal performance, reinforcing OIE assumptions. In addition, findings confirm expectations about the insignificant impact on performance when agencies use PM practices under great government pressures (NIS in the isomorphism perspective). Research limitations/implications: The limitations appointed in the literature regarding the use of the survey method also apply to this study. Originality/value: This paper innovates by the research on the interrelationships between the organizational context, the use of PM practices and the organizational performance. The use of different theories in a complementary way (economic and institutional theories) in the explanation of performance consequences provides new insights into the body of performance management in the public sector. [ABSTRACT FROM AUTHOR]

Purpose: The project was undertaken to re-design the performance management system for allied health professionals (AHPs). The primary aim of the system is to protect healthcare workers from being assigned excessive responsibilities that often result in over-time work. Design/methodology/approach: A project algorithm provided an overview of objectives (project scope) to achieve during the project period, October 2020 to August 2022. The project uses top-down and bottom-up approaches in re-design of the performance management system to ensure that the end-product is acceptable for the senior management and AHPs. Process evaluation was used throughout the project phases to reiterate and improve the system. User acceptance (outcome evaluation) was surveyed from senior management and AHPs separately to support finalization of the system. Findings: The authors found acceptance in use of the revised system from senior management and AHPs, thus the system is validated. Based on qualitative feedbacks, participants are motivated by the new system. Therefore, the system designed is feasible for implementation to control for work task assignment. Originality/value: This is the first paper that demonstrates the application of skills and tasks approach in performance management of AHPs. The use of entrustable professional activities framework is currently limited to undergraduate AHPs, but the authors have successfully translated and implemented the framework for practising AHPs. [ABSTRACT FROM AUTHOR]

Purpose: Private telecommunication companies in Yemen face huge challenges to improve their competitive position. Many of them suffer from performance management systems (PMS) that are not aligned nor integrated and do not give adequate support. This research aims at identifying the current state and quality of PMS in Yemeni private telecom companies and developing recommendations that will assist in improving their performance and competitive position. Design/methodology/approach: As research tools, the performance management analysis – used to measure the quality of a PMS – and the high performance organization (HPO) framework – used to measure the quality of an organization and thereby its ability to achieve sustainable high competitive performance – are applied at three Yemeni private telecom companies. Findings: There is a considerable performance gap between the actual and the ideal PMS in the Yemeni private telecom companies; this performance gap is highly correlated with competitive performance in a negative relationship. Both the structural and behavioral dimensions' performance gaps have a significant impact on competitive performance, with the impact of the behavioral dimensions being considerably higher than that of the structural dimensions. Originality/value: The current academic literature on HPOs and PMS in Yemen is scarce. This study adds knowledge to these areas, and thus provides a basis for further study. This research results also help managers of the Yemeni private telecom companies to take strategic action to redesign and implement new and improved PMS to increase their competitive performance. [ABSTRACT FROM AUTHOR]

Purpose: Performance measurement involves gaining useful information about performance. The purpose is to develop a conceptual framework to assist wholesale managers in selecting useful information to evaluate operational performance. The proposed framework identifies core operations, measures of operational performance and factors that affect the performance of wholesale organisations. Design/methodology/approach: The research essentially relies on the available literature to develop a conceptual framework and define related components. Research primary data were used to validate the framework components and to implement the framework in wholesale organisations by allocating performance factors to the different components of the proposed framework. Using a semi-structured interview design, ten face-to-face interviews were conducted with managers of ten different wholesale organisations. Findings: The research identifies five core operations that affect the operational performance in wholesale organisations, four measures for evaluating efficiency and effectiveness in every core operation and 28 factors that influence operational performance in wholesale organisations. Originality/value: Operational performance is monitored by evaluating the achievement of efficiency and effectiveness in operations. The research introduces a performance measurement framework that identifies the required information to evaluate the efficiency and effectiveness of core operations in wholesale organisations. [ABSTRACT FROM AUTHOR]

Purpose: Since several high-profile companies announced that they were radically redesigning their performance management systems and processes (PMSPs), commentators and scholars argue that these changes represent a trend that many companies are following, and even more are considering pursuing. The present paper aims to provide an overview of these redesigns and their rationales from the companies' point of view and theoretically reflect on their organisational value. Design/methodology/approach: The analysis is based on a review of articles from journals, professional magazines and the business press that describe how nine high-profile companies from the debate changed their PMSP design. Findings: The PMSP redesigns are directed towards what in the literature has been referred to as people PMSPs. The authors identify five organisational challenges to which the people PMSPs are exposed and specify the design elements that the companies have changed to meet these challenges. Finally, the authors outline a set of theoretical propositions that demonstrate some of the trade-offs involved with the redesigns. Originality/value: The paper contributes to researchers and practitioners by providing more insight into why and how companies have redesigned their people PMSPs. Answers to these questions are vital in understanding the trends and redesigns that practitioners are currently considering. Furthermore, since the empirical research of the effects of these redesigns is still limited, we outline a set of theory-based propositions helpful for future empirical investigations. [ABSTRACT FROM AUTHOR]

Purpose: The Fourth Industrial Revolution is increasing the use of digital technologies for delivering products and services. A performance measurement and management system (PMMS) is recognised as a useful system to guide era 4.0; however, the literature has not adequately addressed this challenge in public government and not-for-profit organisations (NPOs). This research aims to investigate the evolution of the PMMS adopted by a local government for the control of investee NPOs in era 4.0. Design/methodology/approach: Through action research, the authors investigate an Italian municipality and its main investee NPOs. The project involved 4 researchers and 25 managers of the local government and NPOs. Findings: This paper describes the design of a PMMS developed for a local government to control its investee NPOs. Considering the regulations and managerial needs, the designed system evolved from a fragmented set of indicators based on legitimacy and economic perspectives to a holistic set of indicators based on a comprehensive set of perspectives to consider the changing business environment. Originality/value: This study sheds light on the design of a PMMS adopted by local governments for controlling investee NPOs in era 4.0. The paper contributes (1) to identify the main control needs for the design of a PMMS in a public network and (2) to capture the evolution of a PMMS in light of era 4.0 by developing two conceptual propositions. [ABSTRACT FROM AUTHOR]

Purpose: This paper discusses and integrates the concept of complexity in the performance measurement and management (PMM) theory by providing a comprehensive framework to design and evaluate the overall coherence alignment of an indicators hierarchy in unstable and changing environment. Design/methodology/approach: An original, comprehensive and dynamic framework has been proposed and then applied on a sample case of a large-scale retail trade (LSRT) company, starting from relevant frameworks and criteria in the scientific literature. Findings: This research shows that organizational changes may significantly impact the coherence alignment of an organization's indicators hierarchy. In addition, it finds that even though the alignment at the operational level is obtained, its effectiveness should be evaluated in relation to the organization's strategic orientation. Indeed, without assessing the strategic alignment of an indicators system, an aligned hierarchy at the operational level could lead to ineffective results. Research limitations/implications: This paper focuses on the topic of measuring the coherence inside an indicators hierarchy, which seems not to be addressed in the literature. Thus, it opens a new research stream, integrating the studies on performance indicators with an essential element that often causes flawed performance measures in organizations. Practical implications: Organizations could adopt this framework to design effective PMM systems and maintain them in light of the organizational changes. Originality/value: This study introduces different metrics to evaluate the coherence and alignment of an indicators system, being one of the few research studies to address this topic in the context of complex and changing environments. [ABSTRACT FROM AUTHOR]

Purpose: The underlying purpose of this paper is to propose a comprehensive framework evaluating the performance of business units of an organization with a process perspective, identifying the most influential performance indicators, enabling managers to make more informed decisions based on data recording every day in their operational information systems. Design/methodology/approach: For proposing the conceptual framework of performance evaluation a synchronized analysis of selected process' data, obtained from an integrated information system of an Iranian chain store, was performed. Findings: The superiority of the proposed framework results is demonstrated in comparison to applying the process mining solely; principal component analysis was identified as an efficient link between process mining and data envelopment analysis. Also, based on the final data analytics, the units' throughput times and the variety of brands and suppliers had the most impact on their performances. Research limitations/implications: The data of abundant business units and performance indicators, which would have allowed adding data prediction and other data analytics techniques for more insight, was not able to be accessed. Practical implications: Organizations' managers can use the framework to evaluate their business units' current status and then prioritize their resources based on the most influential performance indicators for overall improvement. Originality/value: The study contributes to the research on performance management and process mining by presenting a comprehensive framework with two levels of data analytics. It stresses discovering what is happening in business units, and how to prioritize their improvement opportunities learning the significant correlations between performance indicators and units' performance. [ABSTRACT FROM AUTHOR]

Purpose: This work investigates the influence of the organizational life cycle (OLC) on the performance management system (PMS) design and the performance of projects in Brazilian industries of software development. Design/methodology/approach: The study employed descriptive statistics and structural equations modeling on the data and information obtained from 115 Brazilian industries of software development with maturity in project management. Data collection was carried out through a survey applied to managers of the organizations mapped and certified by management maturity models Brazilian software process improvement (MPS-BR) or capability maturity model integration (CMMI). Findings: Results revealed that OLC influences the PMS design dimensions (scope, aggregation and opportunity) and project performance. Regarding effects observed on the performance of projects, only the scope dimension's influence was validated by the analyses, and the other dimensions were not significant considering the investigated sample. Originality/value: The paper shows evidence of how OLC can influence PMS design and project performance. The analyses can help managers to improve their actions in the PMS design, increasing confidence and generating more robust and sustainable results in the business model. [ABSTRACT FROM AUTHOR]

Purpose: The literature highlights the key role of human resource management in developing effective organizational performance measurement and management. To understand the state of the art of this role, the paper reviews the literature on human resource management in the performance measurement and management domain. Design/methodology/approach: The paper conducts a bibliometric literature review on 1,252 articles to identify the prevailing research trends and the conceptual structure of human resource management in the performance measurement and management domain. Findings: The study highlights a growing number of publications and four themes related to human resource management in performance measurement and management. It also underlines the shift from static to the dynamic performance measurement and management systems within organization which is expected to be more suited to current and future contexts. Practical implications: The paper highlights the need to manage the identified themes as strategic organizational assets and further develop the strategic dimension of human resource management practices leveraging on project management and information systems. Originality/value: The paper goes beyond the traditional focus on performance appraisal of human resource management studies and assumes the challenge of connecting two research fields: human resource management and performance measurement and management. [ABSTRACT FROM AUTHOR]

Purpose: This work aims to measure the performance of an electric motors supply chain (SC) by using the Triple E performance measurement model to assess three performance dimensions simultaneously: efficiency, efficacy and environmental impact. Design/methodology/approach: This research presents a real case of a Brazilian company as an example for applying the Triple E performance measurement model and the discrete-event simulation to assess the performance of an SC. Findings: Performance measurements for the three dimensions were the following: (1) for efficiency, a high inventory cost in the SC, driven by the distribution center (DC) (49.7% total cost); an order cycle time operating with an average of 21.7 days and a logistic channel transport capacity of 88%; (2) for efficacy, a service level of 98% for all channels; (3) for environmental impact, the SC emits a total of 395,733 kg of CO2 annually, with the DC and the regional distribution center (RDC2) being the largest emitters. Originality/value: This work allowed to measure the performance of an SC interface (manufacturing process, a DC and three regional distribution centers). It was possible to measure the inventory holding cost and out-of-stock inventory costs, order cycle time, SC service level, transport capacity utilization and CO2 emissions in the transportation process of each SC stage and the whole SC. This study can be used as a decision support guide for academics and practitioners to measure and improve the SC performance. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to assess the effect of sustainable supply chain management (SSCM) , competitive advantage (CA) and customer relationship management (CRM) on organizational performance (OP). Design/methodology/approach: A self-administered questionnaire was employed in the present study as a research tool, consisting of 20 items. Information was gathered from 93 executives employed in the supply chain management (SCM) division of the multiple organizations in Chattogram, the commercial hub of Bangladesh and the findings of the research were evaluated using SMART PLS 3.0. Findings: The findings supported the hypotheses that were formulated. The analysis shows that SSCM and CRM are significantly related to OP. The results show, however, a positive but insignificant relationship between CA and OP. In developing countries, SSCM and CA are more likely to be employed by businesses in order to accomplish OP. However, the relation between CRM and OP has been given comparatively less importance. It has been suggested that CRM, together with SSCM, should be considered in order to achieve OP. Originality/value: Earlier study neglected to use the CRM in the measurement of OP along with CA and SSCM. This research seeks to emphasize the influence of CRM in the organization, together with SSCM. This lets companies understand the effect of SSCM and CRM in general since those companies must respond to consumer demands to product and industry developments and transfer appropriate resources to enhance manufacturing processes that combine technological and managerial efficiency. [ABSTRACT FROM AUTHOR]

Purpose: This paper reviews 105 Scopus-indexed articles to identify the degree, scope and purposes of machine learning (ML) adoption in the core functions of human resource management (HRM). Design/methodology/approach: A semi-systematic approach has been used in this review. It allows for a more detailed analysis of the literature which emerges from multiple disciplines and uses different methods and theoretical frameworks. Since ML research comes from multiple disciplines and consists of several methods, a semi-systematic approach to literature review was considered appropriate. Findings: The review suggests that HRM has embraced ML, albeit it is at a nascent stage and is receiving attention largely from technology-oriented researchers. ML applications are strongest in the areas of recruitment and performance management and the use of decision trees and text-mining algorithms for classification dominate all functions of HRM. For complex processes, ML applications are still at an early stage; requiring HR experts and ML specialists to work together. Originality/value: Given the current focus of organizations on digitalization, this review contributes significantly to the understanding of the current state of ML integration in HRM. Along with increasing efficiency and effectiveness of HRM functions, ML applications improve employees' experience and facilitate performance in the organizations. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to determine how a strategic innovation framework that integrates the concepts of innovation function, dynamic performance management (DPM) and system-dynamics (SD) modelling can measure performance in a supply chain (SC). Design/methodology/approach: The paper provides a strategic innovation framework for an SC by considering three steps. First, a systemic intervention is presented based on the innovation functions that influence SC performance. Second, an analysis of the system's performance is proposed. Third, a model SD-based simulation is designed. The developed framework is explained by employing a case study of the Colombian pig sector SC. Findings: The results reveal that identifying and synchronising the system's performance drivers associated with the innovation functions could improve the inventory in the SC. Practical implications: On the one hand, managers can use the proposed framework to evaluate the innovation investments and understand their impact on operation performance (e.g. on inventories). On the other hand, policymakers may support decision-making to improve policy design (e.g. through investment in R&D). Originality/value: Few studies discuss the impacts of innovation functions on SC performance. This paper aims to fill this theoretical gap and to contribute to the literature by suggesting a novel framework which includes innovation functions. [ABSTRACT FROM AUTHOR]

Purpose: The subjective interpretation of numerical information can induce the so-called unit effect, i.e. the scale and unit chosen to quantify such information might influence a person's judgment. Although this bias is well-known, until now, it has been difficult to obtain an overview of the respective research. There are a variety of versions of the unit effect, different terms are used for the same kind of effect and proposals for grouping such effects lack a straightforward typology. Design/methodology/approach: A literature review is conducted using a systematic literature search design. We address the following questions: (1) What knowledge exists about the unit effect? (2) What is a suitable concept for structuring the findings? (3) What ideas can be deduced for future research focusing on performance management? Findings: A total of 11 versions of the unit effect and 27 moderating variables are identified and grouped into four contexts in which the effects occur. Structured according to these contexts, research ideas are depicted. They include suggestions for studies adapted to the field of performance management to scrutinize the main effects and moderators addressed in the literature to date as well as to consider additional potential moderators. Originality/value: Few publications explicitly address the unit effect from the perspective of performance management. As one of the core objectives of this business function is to enable rational decision-making based on numerical information, it can be assumed that corresponding research will be very fruitful. [ABSTRACT FROM AUTHOR]

Purpose: This paper proposes an SME oriented Industry 4.0 maturity framework to explore the interplay between manufacturing processes, performance measurement system and management practices (PMM). Given that the fourth industrial revolution, famously referred to as Industry 4.0, is a new paradigm for manufacturing firms, it is crucial to know the 'as-is' state or maturity of SMEs' manufacturing processes and link it with their PMM. Despite the availability of numerous maturity models, no previous study has tried to link the maturity of manufacturing processes with performance measurement and management. Design/methodology/approach: Due to the exploratory nature of the study and the lack of theoretical base for Industry 4.0 maturity and PMM interaction, especially in the SME context, a multiple case study approach has been adopted due to its robustness and effectiveness under such circumstances. Findings: There is a strong interplay between the maturity of manufacturing processes and PMM. The firms that have invested in their manufacturing processes have also developed performance measurements. Overall, performance measurement is more developed than performance management practices. Originality/value: The characteristics of the interplay between the maturity of manufacturing processes and PMM are summarized in three main propositions. Moreover, the study provides practitioners with an assessment framework to help SMEs evaluate the current state of their manufacturing processes and PMM to highlight the areas of improvement towards the I4.0 expedition. [ABSTRACT FROM AUTHOR]

Purpose: This study explores how information and communication technologies (ICT) can contribute to empowerment in an Industry 4.0 setting. Design/methodology/approach: The results are based on a case study of a Norwegian manufacturing organisation that has highly automated production and an integrated ICT platform. Data analysis was guided by the Smith and Bititci (2017) framework for performance measurement and management. Findings: When powered by advanced ICT, the performance measurement system matures. The design and development of the ICT platform also reinforce the organisation's existing performance management practices. Empowerment is strengthened when automated collection, analysis and reporting of performance data free up middle managers' time so that they, together with operators, can drive continuous improvement. Research limitations/implications: The findings are limited to a single case study and require further testing for transferability to other organisations. Future research should explore whether performance management practices are also reinforced by ICT in more command- and control-oriented organisations. Practical implications: The paper suggests an alternative strategy of Industry 4.0 transformation for organisations committed to empowerment. Such organisations should rely on in-house, iterative ICT development and build digital competence broadly. Originality/value: This article contributes to the understanding of how performance measurement and management are interrelated and evolve in the context of Industry 4.0. To the best of the authors' knowledge, highlighting the role of middle managers in empowering operators through continuous improvement is novel in the performance measurement and management literature. [ABSTRACT FROM AUTHOR]

Purpose: Success in corporate relative performance is one of the factors for the growth and durability of firms. Since the relative performance is a function of managers' decisions and such decisions are under the influence of behavioral and psychological characteristics, this paper aims to assess the managers' and auditors' narcissism's effect on the management team's stability relative to corporate performance. Design/methodology/approach: This paper has used the signature magnitude for examining narcissism and the regression model of Jenter and Kanaan (2015) for assessing relative corporate performance. The logistic regression is used to test the model of the management team's stability, and the multivariate regression is used to test the model of relative corporate performance. Research hypotheses were also examined using a sample of 768 listed year-companies on the Tehran Stock Exchange during 2012–2017 and by employing a panel data approach and fixed effects method. Findings: The obtained results show a negative and significant relationship between managers' and auditors' narcissism and the management team's stability. The relationship between the narcissism of managers and auditors and relative corporate performance is positive and significant. Moreover, managers' narcissism positively and significantly impacts the relationship between auditors' narcissism and team management stability. A negative and significant relationship is evident between auditors' narcissism and relative corporate performance. Originality/value: This study's results can identify the effect of psychological components such as narcissism on people's performance by directing and influencing their decisions. Many studies have been conducted on narcissism, but none of them have examined the impact auditors' and managers' narcissism has on the management team's stability and the corporate relative performance. Therefore, considering the importance of success in the corporate relative performance and benefits of the management team's stability, this study's results can reveal the importance of such features in accounting research. Also, the results of this research can make it important to know more about financial behavioral theory. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this paper is to review the theoretical lenses used in performance measurement and management in a traditional and industry 4.0 environment and to contribute to understanding the current state of research in the field and its future development. Design/methodology/approach: This paper performs a structured review of the existing performance measurement and management literature, with the objective to investigate the current state of research, looking at popular theories in more detail, as well as to propose possible avenues for future consideration for the field to develop further moving forward. Particularly, this paper focusses on and identifies (1) theoretical lenses that are dominating this field, (2) the role played by specific theories and the way different theories are used together and finally, (3) an in-depth dive into relevant theories for performance measurement and management applied in an industry 4.0 environment. Findings: Key findings highlight the growing number of publications, leading authors and journals where research is published. The findings also include the identification and detailed analysis of the most popular theories leveraged by scholars also in reference to research methodologies. A thorough analysis of Industry 4.0 performance measurement and management is then carried out, as this is one of the identified emerging themes in the research field. Findings here include the identification of relevant research and the suggestion of significant theories that can help build this specific body of knowledge. Originality/value: This research offers a key contribution by providing a powerful "theoretical toolkit" to researchers and practitioners working in performance measurement and management and industry 4.0 fields. [ABSTRACT FROM AUTHOR]

Purpose: Despite evidence showing that cognitive biases – the systematic errors made by humans during cognitive processing, are prevalent among decision-makers, there is a lack of theoretical models providing insight into how these limitations of human mind might affect decisions made during performance management. This study aims to fill this gap and contribute to performance management scholarship by proposing a conceptual framework broadening our understanding of the role of cognitive biases in performance improvements practices and by highlighting remedies for cognitive biases. Design/methodology/approach: Using benchmarking as an example, the authors integrate the knowledge from performance management and cognitive psychology literature. Examples of cognitive biases possible during benchmarking are used to illustrate how the limitations of human mind might have a critical role in performance management. Findings: The cognitive biases might diminish the positive effect of performance improvement practice on organizational performance. As there is a prevalence of cognitive biases coupled with the inability of individuals to recognize and face them, the remedy for cognitive biases should be sought not at an individual but rather on an organizational level, in creating organizational cognitive biases policy (CBP). Originality/value: The presented model provides new insights into the role of cognitive biases in performance management and allows seeing CBP as a safeguard against the effects of cognitive biases on performance. By referring to cognitive biases and CBP, our model also helps to understand why the same performance improvement practices might incite different opinions among decision-makers. [ABSTRACT FROM AUTHOR]

Purpose: The aim of this study is to develop a framework for measuring of service supply chain (SSC) maturity process. Design/methodology/approach: The main framework of the SSC maturity was developed by reviewing the concepts and models of SSC, business excellence, maturity and supply chain performance evaluation. Then, the maturity level of each excellence criterion was defined in the proposed model by using the excellence criteria for SSC and the concept of Plan, Do, Check and Act (PDCA) cycle in combination with the process survey tools maturity model. Based on the excellence criteria and their maturity levels, a questionnaire was designed to practically measure the proposed framework. Findings: The concepts and features of maturity levels defined for each of the excellence criteria were used to implement and operationalize the proposed framework and evaluate the SSC processes. Practical implications: Through the assessment of the existing status of SSC processes, the findings allow managers to reach a better understanding of the strengths and weaknesses of such processes. Then, some opportunities are provided for improving each excellence criterion to enhance the performance of each process. Originality/value: In fact, this study provides guidelines for organizations to measure their progress and performance and improve their management systems. The main advantages of the proposed SSC measurement framework include self-assessment facilitation, calculation of criteria scores and development of uses. The proposed model, like quality and productivity awards, can pave the way for increased competitiveness of the service industry. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to gain insight into existing empirical studies on performance management of small and medium-sized enterprises (SMEs). It categorizes the main antecedents for SMEs' performance, the dimensions of SMEs' performance and all variables used as moderators in the conceptual relationships. Design/methodology/approach: This study undertakes a systematic literature review of 58 articles published in 33 peer-reviewed academic journals from 2000 to 2020 followed by a synthesis of individual studies to analyze the trends and background of research into SMEs. Findings: A new academic conceptual model was developed grounded in selected theoretical lenses to advance our understanding of the different categories of antecedents, moderators and SMEs' performance dimensions. Research limitations/implications: The author has provided a future research agenda in the context of SMEs. Future studies may investigate the role of different categories of determinants, the influence of key cultural values, the digital capability in SMEs and the Internet in the internationalization of SMEs. Practical implications: This paper offers a framework for both practitioners and scholars in thinking about those factors that may be critical for success in SMEs. Originality/value: This is a systematic review that suggests a new conceptual model of what existing empirical studies have found on SMEs. It can be used to influence thinking and research design in the area of SMEs' performance and success. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate whether strategy pillars have a positive direct effect on organizational productivity performance (OPP) in the Indonesian HEI (Higher Education Institutions) research setting and, if so, whether the effect is mediated by a performance management system (PMS). Design/methodology/approach: This study used quantitative research employing partial least square structural equation modeling (PLS-SEM) to test the hypotheses. A mediation model of the research framework was developed to investigate the mediating role of PMS. Findings: Using a sample of 182 Indonesian HEI managers, the results indicate that strategy pillars have a positive effect on OPP. Further analysis shows that PMS partially mediates the strategy pillar–OPP relationship. Research limitations/implications: This study has limitations. Firstly, the sample size used was relatively small and this may raise the issue of generalization. Secondly, it used a Likert scale and therefore may raise the issue of judgment bias. Lastly, this study is context-specific for Indonesia and caution should be used when generalizing it to other countries. Practical implications: To enhance the HEIs productivity performance, the HEI managers should develop strong strategy pillars for the purpose of effective strategy formulation and execution. Social implications: This study provides a model showing how to improve the HEIs productivity performance by employing strategy pillars and a PMS. The better the performance of the HEIs, the better the quality of life of society in the era of the knowledge economy. Originality/value: Strategy pillars have rarely been researched. This study is therefore one of the few studies on strategy pillars. This study also provides new elements related to measuring strategy pillars, PMS and OPP in the context of HEIs in Indonesia as an emerging economy. [ABSTRACT FROM AUTHOR]

Purpose: The main objective of this paper is to integrate a typology of green supply chain management (GSCM) practices, performances, pressures and barriers with organizational performance theories. Also the aim of this paper is to investigate the present statues of GSCM amongst Indian manufacturer. Design/methodology/approach: Through a systematic review, the study identified 27 GSCM practices, 16 GSCM performances, 06 GSCM pressures and 15 GSCM barriers that were organized into categories according to their theoretical conception, organizational context and characteristics. The survey and interview methods are used for data collection and analyzed by five-point Likert scale. Findings: The main finding of this paper is ranking of identified GSCM practices, performances, pressures and barriers. The study identified three organizational context dimensions (innovation, performance and management) and investigated the present status of GSCM. The main contribution of the study is the alignment of each category of GSCM practices, performances, pressures and barriers and organizational dimension with the selected theoretical lenses that can help future investigations to deepen the analysis of GSCM. Besides the theoretical contributions, the authors believe this contribution can also achieve practitioners. Originality/value: The authors provide a comprehensive typology of GSCM practices, performances, pressures and barriers based on empirical evidence and conceptual arguments. [ABSTRACT FROM AUTHOR]

Purpose: This paper analyzes managerial practices currently used for outsourced logistics activities in mechanized cutting, loading and transportation (CLT) of sugarcane in a Brazilian company using performance-based logistics contracts (PBL) as reference. Design/methodology/approach: The methodology draws on literature review, design of an analysis model, small group meetings with academics/industry professionals and practical application through a case study. The model is based on PBL and its construction involved choosing the analysis axes, defining evaluation items and respective measurement scale and the means and sources of data collection. Findings: When comparing the evaluation results with PBL recommendations, it is possible to see that there are still many improvement opportunities. In contracting axis, decision-making process was poor-rated due to the absence of strategic considerations to support outsourcing decision. Procurement, contract and implementation are in intermediate level. Performance management is the most mature axis. However, quality analysis showed intermediate level. In relationship axis, the most relevant gap is the lack of expectations alignment. Remaining items showed intermediate levels of compliance but still need focusing on communication, establishing a structured relationship management development. Originality/value: This study contributes first to develop an analysis model based on PBL to evaluate the level of relationship integration between company and logistics service provider, and second, to apply the model to an empirical case in a CLT company operation. As a result, the analysis model presents guidelines for the company, not to just contract/rent equipment and manpower but hire results. [ABSTRACT FROM AUTHOR]

Purpose: Since the 1980s, performance measurement and management (PMM) has been described as an essential element of new public management (NPM) reforms. The purpose of this paper is to provide an overview of the current state of the art and future research opportunities for PMM in public sector management. Design/methodology/approach: The paper carried out a bibliometric literature review using two main techniques named (1) performance analysis and (2) science mapping techniques. It investigated the academic research area describing the main publications' trend, the conceptual structure and its evolution from 1996 to 2019. Findings: The results highlighted the growing relevance of PMM research in public organisations and confirmed a great interest of the business, management and accounting literature on PMM in public sector management. Furthermore, the results also described a conceptual structure of the public PMM literature analysed and its evolution being too generic to answer public organisations' needs. The results identified five main research gaps and research opportunities. Originality/value: Although the adoption of rigorous bibliometric techniques was recognised as being useful for assessing the academic research study, the paper describes the business, management and accounting literature contributing to new theoretical and practical future opportunities. [ABSTRACT FROM AUTHOR]

Purpose: This paper asks the question of whether more environmental uncertainty affects the design of performance measurement systems in terms of a greater variety of performance measures and whether this leads to more management satisfaction with the performance measurement system and improved firm performance. Design/methodology/approach: Information processing theory is used to frame the hypotheses and findings. A questionnaire was sent to the 300 largest companies in Iceland, where environmental uncertainty has been prevalent. Findings: The results indicate that increased uncertainty leads to a larger variety of non-financial performance measures, such as customer measures. A positive relationship is found between management satisfaction with the performance measurement system and firm performance. However, the variety of performance measures was not linked to management satisfaction or firm performance. Research limitations/implications: The results suggest that managers increase the variety of performance measures when uncertainty increases. However, it is not the variety itself that increases management satisfaction or improves firm performance. Practical implications: Performance measurement design is affected by environmental uncertainty. Managers focus on important stakeholder groups such as customers under such conditions and can consult research and practice for the purpose of customer relationship management and customer profitability measurement to improve measurement selection. Originality/value: This work focusses on performance measurement system design, examining the use of more than 50 different performance measures, and differentiates between small and medium-sized firms and between service and non-service firms. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this research is to study and examine the influence of systematic supply risk management (SRM) on the buyer's firm performance, mainly focussing on the Indian electronics industry. Design/methodology/approach: The study has framed a set of hypotheses on the risk management model. A thorough literature review and experts' opinion were considered in framing constructs and hypothesis for the model. We adopted self-administration questionnaires mainly focusing on the Indian electronics industry. The derived hypothesis is tested using partial least squares (PLS) method from 140 survey data pertaining to small, medium and large scale industries. Findings: Study justify that constructs with high loadings for risk identification, risk assessment, risk reduction, and risk monitoring supports all hypothesized relation to better risk management. The model captures superior risk identification, risk control and risk monitoring for overall firm performance, but fails to justify with organization supply risk assessment process on overall firm performance. Research limitations/implications: The study mainly focused on SRM process on firm performance. Study mainly focused on single survey responses and expert's perceptions on SRM practices in Indian electronics industry. Practical implications: Research empirically justifies the effects of SRM process on organization performance. Furthermore, effective SRM practices assist decision makers framing corrective strategies to mitigate risk occurrences and their negative impact. Originality/value: This empirical work provides a deep understanding of SRM process on the Indian electronics industry and their perception towards firm performance. Moreover, this is one of the few empirical studies addressing SRM practices in the Indian electronics industry. [ABSTRACT FROM AUTHOR]

Purpose: International Journal of Productivity and Performance Management (IJPPM) is one of the prominent journals publishing on general management with a particular focus on performance management and productive sciences. The objective of this study is to provide an academic structure overview of the journal between 2004 and 2018 using bibliometric tools. Design/methodology/approach: Data used for this study were extracted using the Scopus database. Bibliometric analysis using several bibliometric indicators are adopted to know the major trends and themes of the journal. Mapping of bibliographic data is carried using VOSviewer and Gephi software. Findings: Authors: Most of the IJPPM contributors are affiliated to the UK and India. Journal Performance: It is gaining pre-eminence in terms of total citations as well as CiteScores. Main themes: Major themes published in the journal are "performance management", "productivity", "six sigma", "lean" and "supply chain management". Originality/value: IJPPM's growing influence in the scientific community has generated the interest to analyse the journal's publication and growth pattern. Moreover, no such retrospective bibliometric study for IJPPM is conducted so far. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to experiment a dynamic performance management (DPM) approach to explore and assess the business dynamics of digital ride-hailing platforms with a focus on both supply and demand sides, and related interplays. Design/methodology/approach: The research adopts the DPM framework supported by simulation-based experimentations for developing a systemic case interpretation of Uber Inc. and its specific business complexity. Findings: The emerging scenario analysis reveals that changes in the commission percentage for drivers and cutting prices for customers (car hailers) by competitors have significant impacts on the car-hailing industry. Originality/value: DPM and associated simulation-based analysis of the ride-hailing business may provide significant managerial decision insights and a ground base research in a relatively less-explored field within the strategic management domain. [ABSTRACT FROM AUTHOR]

Purpose: Council of Scientific and Industrial Research (CSIR)–National Metallurgical Laboratory (CSIR–NML) has launched a number of initiatives in different perspectives of e-Government. The "Mandays-Involvement" website was implemented by the laboratory in Government-to-Employee (G2E) perspective i.e. facilitating its research and development (R&D) manpower by providing data with respect to their own performance parameters through a single window. The development and implementation of the website had two major objectives : (1) to provide a system to the researchers for tracking and improving their own performance with respect to mandays and external cash flow generation and (2) to equip the management with a tool to enhance the organizational performance and enable optimum employee utilization. Design/methodology/approach: Software Development Life Cycle approach was followed for the web-based system development and iterative model was used. Open source web development tools i.e. Php, My-Sql and CSS were used for the system development. Findings: The new system helped in detailed profiling of current and future assignment of the researchers so as to have a check over preference-based allocation of work and providing equal opportunities of work to all. Research limitations/implications: The percentage average mandays utilization was stabilized after the implementation of the website. The percentage under and over engagements of researchers in R&D projects was controlled and reduced. Practical implications: The system outputs are utilized for R&D Team formation, Project approvals and Annual Performance Evaluations. Originality/value: This new information system acts as a decision support system that helps the management to align its organizational policies toward the Future Research Projects and R&D manpower. [ABSTRACT FROM AUTHOR]

Purpose: This study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies. Design/methodology/approach: The use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used. Findings: Viewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage. Originality/value: Validation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data. [ABSTRACT FROM AUTHOR]

Purpose: Performance is considered to be a multi-dimensional construct with three underlying dimensions such as Task Performance (TP), Interpersonal Facilitation (IPF), and Job Dedication (JD). Yet, these dimensions exhibit high inter-correlations in many studies. This study explores the dimensionality of performance as perceived by managers in Indian Public Sector Units (PSUs) and its implications on the sustainability of performance practices in these organizations. Design/methodology/approach: Performance data of 588 PSU executives was obtained from their respective managers (162 in number) using a pen-paper survey. Exploratory Factor Analysis (EFA) followed by a Confirmatory Factor Analysis (CFA) was employed to test the dimensionality of the performance construct using SPSS 25 and AMOS 24. Findings: The data obtained had best fit when performance was modelled as a second order factor with the three dimensions drawing on it as first order indicators. However, the measurement model with employee performance modelled as a one-dimensional first order factor had poor fit. This indicates that PSU managers do perceive an implicit differentiation between the performance dimensions, but the performance ratings do not explicitly reflect that differentiation. Originality/value: To the best of the authors' knowledge, this is the first ever study in Indian context that explores the perception of PSU managers on performance dimensionality. It discusses if Indian PSUs could sustain the dynamism of the future workplace with the present performance management practices and makes relevant suggestions in that direction. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to illustrate how for a business located in a local area that does not portray the characteristics of the "Silicon Valley" stereotype, developing a strategy that pretends to autonomously set its boundary spanning may lead to unsustainable growth. Design/methodology/approach: This work suggests Dynamic Performance Management (DPM) as a method to implement an outcome-based view of sustainable development of small- and micro-sized organizations in their own context. A case study shows how collaboration between the public and the business sector may improve local area's outcomes and develop common goods in the context. Findings: Among the "abnormally-grown" small-and-micro businesses, this paper identifies "dwarf" and "small giant" firms as examples of context-based organizations, where an outside-in perspective may support sustainable development. To enable such firms to build up a capability to survive and grow in their contexts, local area common goods can be leveraged to pursue collaborative strategies and generate value. To this end, education may play a crucial role. Results from a fieldwork focused on the design and use of an educational package are illustrated. Practical implications: A change in decision-makers mental models is a prerequisite to introduce the use of "lean" DPM systems as a method to implement an "outside-in" perspective to pursue sustainable development in such organizations. Originality/value: This work has a multidisciplinary track; it uses a simulation-based methodology to understand performance dynamics, to assess policy's sustainability, and to foster a learning-oriented perspective to planning. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to examine the connection between performance management and employee engagement. More specifically, the authors address shortcomings in prior literature where employee performance has been controlled narrowly as cognitive task accomplishment. Accumulating evidence shows, however, that such performance-mediating factors as employee engagement constitute critical antecedents of employee and organizational performance. They can most effectively be influenced by attending sensitively to employees' individual differences, which are ultimately driven by motifs and dispositions. Design/methodology/approach: The study takes a quantitative approach to exploring predictors of employee engagement. The analysis is based on a sample of 503 online survey respondents from knowledge-intensive organizations. Findings: The results indicate that employee engagement is driven more by employees' inherent attributes than environmental factors. The analysis refuted the connection between engagement and social orientation, self-regulation and conscientiousness. Instead, the factors associating with employee engagement were analytical thinking, extroversion, systems thinking, assertiveness and leadership. Practical implications: In this paper, the authors put forth a novel conceptual model of performance management, introducing new and evidence-based foci for effective people management that expand task performance to contextual performance and supplement quantifying approaches to performance control with the qualifying methodology. Originality/value: Departing from the previously dominating frameworks of performance management that focused on task performance, this work extends to contextual performance and considers also employees' psychological traits. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to investigate the extent to which Malaysia's most recent public service reform has improved service delivery and governmental performance. It also endeavors to identify critical success factors that explain reform performance and draw lessons based on the Malaysian experience. Design/methodology/approach: The paper adopts a case study approach and draws on data from both primary and secondary sources. Besides a thorough review of official documents and existing literature, the author conducted 20 individual interviews with key informants representing government officials, academics and civil society organizations. Findings: The study shows that despite some pitfalls and misgivings, the Government Transformation Program (GTP) has produced concrete improvements in service delivery areas where previous reforms failed. One of the factors that underpin GTP's relative success is the detailed performance management framework, which helped foster inter-agency collaboration and enforce accountability for results at various levels. Practical implications: The GTP success highlights the significance of adapting reform content to local situations especially when reforms are based on external models; sanctions from the highest political office; a dedicated unit to drive the implementation and an effective performance management framework through which individuals and agencies would be held to account for results achieved. Originality/value: Despite many and varied reform initiatives attempted in the past, cases of successful reform are rare, especially in developing countries. Little is known on what makes a reform work, a gap exacerbated by notable absence of systematic research on this topic. The paper contributes to address this by reviewing Malaysia's innovative approach to reform and the insights that the Malaysian experience offers. [ABSTRACT FROM AUTHOR]