Does the company size affect performance management system? PMSs in small, medium-sized, and large companies

Laitinen, Erkki K.; Kadak, Tarmo

doi:10.1504/ijmed.2018.10014496

Cited by 7 publications

(8 citation statements)

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“…In terms of firm‐level factors, if the total assets of a firm, the equity concentration, the institutional ownership, and the percentage of executive shareholding are higher, then, the firm's performance will improve. These studies are generally consistent with the findings of previous related studies (Laitinen & Kadak, 2018; Molodchik et al., 2016; Tian & Lau, 2001; Wang et al., 2014). The higher the level of equity on the company's balance sheet, and the higher the percentage of CEO's compensation in the total annual salary of management, the poorer the company's performance will be (Fujianti, 2018).…”

Section: Resultssupporting

confidence: 92%

“…In addition, we considered organizational level factors as control variables that can account for an association between the spatiotemporal context and firm performance. These control variables include the size of the company (Laitinen & Kadak, 2018), capital structure (Wang et al., 2014), equity structure (Wu et al., 2014), corporate governance structure (Liu & Sun, 2010), and executive compensation structure (Fujianti, 2018).…”

Section: Literature Review Theory and Hypothesismentioning

confidence: 99%

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Spatiotemporal context and firm performance: The mediating effect of strategic interaction

2020

Growth and Change

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Traditional studies of firm performance typically focus on the effect of market structure and rarely consider the impact of the spatiotemporal context in industrial competition. Using a sample of 1,555 listed companies from 2015 to 2018 in China, this study shows that the profit center of gravity tends to move from southeast to northwest, and that there are negative effects on firm performance with distance from the profit center of gravity. Moreover, when controlling for organizational variables, strategic interaction at the local level significantly mediates the relationship between spatiotemporal context at the global level and firm performance at the microlevel. This investigation provides preliminary support for strategic interaction as a significant mediator between spatiotemporal context and firm performance, and further highlights the relevance of spatiotemporal context and strategic interaction in determining firm performance. The results of this study contribute to our understanding of the dynamic mechanism of spatiotemporal context affecting firm performance and the role of strategic interaction at the local level in this relationship, which can improve the existing insights into new economic geography.

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Section: Resultssupporting

confidence: 92%

Section: Literature Review Theory and Hypothesismentioning

confidence: 99%

Spatiotemporal context and firm performance: The mediating effect of strategic interaction

2020

Growth and Change

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“…First, Kadak and Laitinen (2016b) investigated the relations between the formality levels of PMS and the success (strength of CP chain) of PMS showing, PMSs that are more formal are more successful. Second, Laitinen and Kadak (2018) analyzed the relations between the size of the firm and the characteristics of PMS summarizing that PMSs are stronger the larger are the firms. Third, Laitinen and Kadak (2019) focused on the relationship between the successfulness (strength of CP chain) of PMS and organizational performance.…”

Section: Chain Of Key Factors and Performance Management Systemmentioning

confidence: 99%

How different types of performance management systems affect organizational performance?

Kadak

Laitinen

2021

MBE

Self Cite

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Purpose The purpose of this paper is to analyze the relationships between different types of performance management system (PMS) and organizational performance. The main task is based on an empirical typology of PMS to show how the different types of PMS are related to organizational performance. Design/methodology/approach The empirical typology is used on the creation on the sample of Estonian and Finnish firms. Findings The results show that the highest performance out of the four clusters is achieved by firms from strategy-focused multi-level and strategy-focused one-level clusters. They also show the highest quality of the key characteristics of PMS. Firms from the not-strategy-focused one-level cluster have the lowest performance and quality of the key characteristics of PMS. Practical implications The findings give a set of consistent guidelines on how to develop a PMS to achieve high organizational performance in different situations. These give hints, if strategic objectives are important to firm, then for achieving these objectives, also a strong emphasis of strategic aspects in PMS is necessary to gain performance; if the firm suffers from a lack of strategy, the firm should invest on the information aspects of PMS to get more relevant information to increase performance; if the firm, however, decides to move more strategy-oriented, then the strategy aspects of the PMS should get relatively more attention than other aspects in PMS, and they should be developed with care, otherwise performance will suffer. Originality/value This paper shows relations between empirically extracted clusters and organizational performance. The results show that clusters of PMS are systematically associated with the level of performance. Firms with different aspects of PMS do not achieve the equal level of performance. Firms with higher performance inside different PMS types have more desirable characteristics and aspects of PMS.

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“…From the perspective of collaborative engineering and system engineering applicability of small-and medium-sized enterprises, its functional structure can be appropriately simplified and reorganized. It establishes a collaborative management center with core manufacturing enterprises, including collaborative planning, selection and management matching, information exchange, access control management, data security management, and other management systems [6]. e system can maintain the core idea of enterprise collaborative management and value chain management and enhance the applicability and operability of the integrated platform.…”

Section: Systemmentioning

confidence: 99%

Applications of Small and Medium Enterprise Management System Using Edge Algorithm

Huang

2021

Mobile Information Systems

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The traditional small and medium enterprise management system has a low efficiency of operation and management. A small and medium enterprise management system based on an edge algorithm is designed in this paper to address this problem. In the proposed algorithm, the management system is used for efficient information transmission and sharing. The system consists of a collaborative function layer, data service layer, basic environment layer, and application layer. The application layer realizes the storage and integration of enterprise information data through the regulation of the collaborative management center and realizes the privacy encryption protection of information based on the protection mechanism of edge computing. The information is transmitted to the data layer for classified storage through the network communication of the basic environment layer. The collaborative function layer takes the process management control engine combined with each service interface to complete the information retrieval of the data layer. It uses the algorithm based on the number of fusion common scoring users and information interest relationship to query and push information. The test results show that the system has good information query performance, pushing query information in one minute. The running function can meet the user needs and effectively achieve information privacy protection.

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Does the company size affect performance management system? PMSs in small, medium-sized, and large companies

Cited by 7 publications

References 0 publications

Spatiotemporal context and firm performance: The mediating effect of strategic interaction

Spatiotemporal context and firm performance: The mediating effect of strategic interaction

How different types of performance management systems affect organizational performance?

Applications of Small and Medium Enterprise Management System Using Edge Algorithm

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