Business performance measurement – past, present and future

Abstract

Business performance measurement (BPM) is on the radar screen of business managers and academic scholars alike. Special issues of journals appear regularly and Harvard Business Press as well as Cambridge University Press have recently published collections of articles on measuring corporate performance. New reports and articles on the topic have been appearing at a rate of one every five hours of every working day since 1994 (Neely, 2002). Internet searches on the topic reveal more than 12 million sites dedicated to BPM. Furthermore, the software market for solutions and applications for measuring and managing corporate performance is constantly growing (Marr and Neely, 2001). Like in many emerging research areas developments are rapid. Recent years have seen the development of new approaches of measuring performance, such as activity-based costing (Kaplan and Cooper, 1997) and shareholder value (Rappaport, 1986). New measurement frameworks, most notably the balanced scorecard (BSC) (Kaplan and Norton, 1992, 1996a) and assessment frameworks such as the business excellence model, have taken the business community in storm. Research suggests that 60 per cent of Fortune 1000 companies have experimented with the BSC (Silk, 1998). Other frameworks include the performance pyramid (Lynch and Cross, 1990), the macro process model (Brown, 1996) and more recently the performance prism (Neely et al., 2002). Moreover, the recognition of non-financial and intangible assets has led to the development of various frameworks which address this evermore important area

Market Orientation and the Performance of Small and Medium-Sized Manufacturing Enterprises in the Accra Metropolis

“…According to Marr and Schiuma (2003), academic research on firm performance came from a multi-disciplinary field of study, covering accounting, economics, human resource management, marketing and operations management. This varying field of study has resulted in a lack of consensus on a universally accepted definition and measurement of firm performance, rendering it a problematic area in business research (González-Benito & González-Benito, 2005).…”

A review of performance measurement: Towards performance management

“…Neely [63], and, more latterly, Marr and Schiuma [58]. The diverse nature of the review that follows is indicative of the richness of the PM literature, which, for clarification purposes, has been divided into a number of sections so that the evolution and development of PM can be comprehended.…”

“…Neely [63] estimated that between 1994 and 1996, some 3,615 articles on performance measurement were published alongside the statistic that in 1996 books on the subject appeared at a rate of one every two weeks in the USA alone. A vast array of disparate information concerning PM has been made available through the efforts of a number of researchers in different functional silos [58] and the field is now well recognised as being an important part of the manufacturing strategy literature [20]. As a consequence of this flourishing PM research, however, organisations and academics are facing a comprehension predicament: it has been suggested that the multi-disciplinary character of the research is hindering developments in the field of PM [58,64]; while the fact that PM is not owned by academics in any particular discipline has resulted in a reluctance to leave behind traditional functional boundaries when research upon the topic is performed [63].…”

“…The external environment is . This is having a profound impact upon PM practices in many organisations -an impact that is starting to be felt in the PM literature.The purpose of this paper is to contribute towards the clarifying vision of PM as espoused byNeely [63], and, more latterly, Marr and Schiuma [58]. The diverse nature of the review that follows is indicative of the richness of the PM literature, which, for clarification purposes, has been divided into a number of sections so that the evolution and development of PM can be comprehended.…”

Mogućnost Implementacije Balanced Scorecarda U Zdravstvenim Neprofitnim Organizacijama

“…Postavljanjem ovakvog sistema otkriva se da nefinansijski indikatori osvjetljavaju ključne promjene koje se provode u preduzeću (Milićević, 2003: 394). Zbog doprinosa upravljanju organizacijom često se kaže da je koncept BSC evoluirao od alata za mjerenje performansi do novog sistema za upravljanje preduzećem (Slika 1) O razvoju BSC možda najbolje govore Mar i Schiuma (Marr & Schiuma, 2003: 685) koji ističu da je BSC, nakon prvobitne upotrebe za mjerenje performansi organizacije, služio kao menadžerski alat i da danas predstavlja okvir za predviđanje budućeg razvoja organizacije.…”