Purpose – The purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective. Design/methodology/approach – An evolving performance management framework, i.e. flexible strategy game-card has been taken as the basis to develop the strategic performance management model, where strategic factors have been identified through thematic content analysis and the hierarchical structure of factors has been developed using TISM. Findings – Two total interpretive structural models have been developed, one for enterprise-related strategic factors, and another for subscriber-related strategic factors. These hierarchical structures portray the leading and lagging factors of performance, and showcase that financial performance indicators are the lagging indicators. Research limitations/implications – This study has implications for both practitioners and academics. For practitioners, it provides an indicative list of strategic factors relevant for Indian telecom companies, which drive better financial results as well as a list of strategic factors that subscribers consider while assessing the performance of telecom operators. For academics, the methodology used provides a mechanism to conduct an exploratory study by identifying the variables of interest and highlighting their interactions through hierarchical structures. Originality/value – The proposed strategic performance management models developed through qualitative modelling technique is a new effort altogether in the context of Indian telecom operators’. Capturing subscribers’ perspective of firm's performance is neglected in existing performance management literature, and this study makes a contribution in this regard.

Formal SMEs contribute up to 60% of total employment and up to 40% of GDP in emerging economies (World Bank, 2015). Globalization council (2009) study reveals that SMEs have more flexibility than MNCs to easily adapt and change to meet important environmental & social targets. Thus, with the right strategy, SMEs can offer both economic prosperity and environmental protection. This raises an important question as to what drives SMEs to consider sustainability in their practices? The article aims at presenting a comprehensive list of numerous drivers identified globally by various researchers using the research technique of systematic literature review. The study intends to contribute to the knowledge base by providing comprehensive state-of-the-art views and findings in the area sustainability practices and their drivers particularly in the context of SMEs.

Purpose – The purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011. Design/methodology/approach – This paper provides a comprehensive review (excluding management control systems) of the performance measurement and management frameworks/systems/models developed in the last two decades, which helps to highlight the research trends related to performance management frameworks. The methodology for literature review is chronological review where it is divided into two periods – 1991-2000 and 2001-2011. Findings – This paper portrays the developments that happened in performance measurement and management via looking at performance management frameworks and an analysis that reveals the research trends carried out in the last two decades, indicating paradigm shifts such as from a financial perspective to an integrative perspective (era 1991-2000), from an operational perspective to a strategic perspective, the utilization of systems and simulation techniques (era 2001-2011), etc. These shifts have led to the development of effective, integrated, and dynamic performance measurement systems. Research limitations/implications – The frameworks/models related to management control systems and the trends related to performance control systems have not been discussed here and they require further research in future studies. Originality/value – There is very limited work available in the literature that discussed specifically the performance management and measurement (PMM) frameworks/models and systems; most of the previous work talks about developments only till 2000. This paper gives a snapshot of the researchers in the field of PMM regarding the developments and transformations in the frameworks for enterprises for the period 1991-2011, thus incorporating recent developments as well.

Purpose – This paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better. Design/methodology/approach – Flexible strategy game-card, an evolving performance management framework, has been taken as the basis for the development of a strategic performance management model. Thematic content analysis is used to analyze semi-structured interviews and for identifying strategic factors related to performance. Total interpretive structural modeling (TISM) is used to develop the hierarchical structure of these performance strategic factors. Case-lets and statistical analysis are used to further validate these models. Findings – The study proposes a strategic performance management model for Indian automobile enterprises that can be considered as a conceptual framework which helps to identify the leading and lagging factors of performance. This can be considered as an exploratory study for conceptualization and can be further validated through empirical testing. Research limitations/implications – The research methodology adopted here gives a guideline to researchers for conducting an exploratory study where they can identify the factors/variables of interest through semi-structured interviews and thematic content analysis. The TISM helps to develop the poorly articulated mental model in a well-structured hierarchical form, which would help to get more insights in relation to performance. Originality/value – The study fills the gaps by addressing the issue of performance in the Indian context by identifying strategic performance factors for automobile enterprises. There is an attempt to demonstrate the application of an evolving performance management framework, i.e. flexible strategy game-card. The methodological rigor and application of mixed methods adds value to the knowledge base by providing a mechanism to conduct an exploratory study for the area of interest.

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