Firm performance is a relevant construct in strategic management research and frequently used as a dependent variable. Despite this relevance, there is hardly a consensus about its definition, dimensionality and measurement, what limits advances in research and understanding of the concept. This article proposes and tests a measurement model for firm performance, based on subjective indicators. The model is grounded in stakeholder theory and a review of empirical articles. Confirmatory Factor Analyses, using data from 116 Brazilian senior managers, were used to test its fit and psychometric properties. The final model had six firstorder dimensions: profitability, growth, customer satisfaction, employee satisfaction, social performance, and environmental performance. A second-order financial performance construct, influencing growth and profitability, correlated with the first-order intercorrelated, non-financial dimensions. Results suggest dimensions cannot be used interchangeably, since they represent different aspects of firm performance, and corroborate the idea that stakeholders have different demands that need to be managed independently. Researchers and practitioners may use the model to fully treat performance in empirical studies and to understand the impact of strategies on multiple performance facets.

His research has contributed to prominent themes in Operations Management over the past twenty years. Most recently, his work has been in business service operations and business models. IMM 13-140 3 RESEARCH HIGHLIGHTS  Providers adopt three strategies to compensate for limited customer participation in KIBS delivery processes  The strategies are customer education, preventive and problem-management and are enabled by the expertise of KIBS employees  Customer education requires more interaction with customers than the other two types of strategies  The three strategies are used in a complementary way, depending on customers´ ability and willingness to participate  Despite the heterogeneity in customers' participation levels, providers' strategies enable the delivery of effective KIBS IMM 13-140

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