Foundations for collaborative performance measurement

Verdecho, María-José; Alfaro, Juan Jose; Rodríguez-Rodríguez, Raúl

doi:10.1080/09537280902721001

Cited by 44 publications

(34 citation statements)

References 47 publications

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“…As a result, in recent years, organisations have chased the goal of developing PMS that support managers and employees alike (Hall 2008), whilst ensuring that the metrics are balanced and aligned at a strategic, tactical and operational level (Najmi and Makui 2012). More benefits may be achieved if the relationship amongst all levels is deeper (Verdecho, Alfaro, and Rodriguez-Rodriguez 2009). Pavlov and Bourne (2011) suggest PMS should also be employed by all levels of the organisation to provide guidance and subsequently to improve results, through the use of PMS as ex-ante tools to influence action.…”

Section: Pms Usersmentioning

confidence: 92%

“…Technology can be as much of a facilitator as it can be a barrier (Verdecho, Alfaro, and Rodriguez-Rodriguez 2009). According to Braz, Scavarda, and Martins (2011), information systems are often conceived with such high complexity that they are either unserviceable or fail due to lack of buy-in.…”

Section: Information Technology and Pmsmentioning

confidence: 98%

“…Franco-Santos, Lucianetti, and Bourne (2012) highlight how significant it is for managers and employees to respond to PMS in order to achieve success. Investigation also suggests that PMSs are not sufficiently integrated into daily activities so as to manage performance collaboratively throughout all levels of the organisation (Verdecho, Alfaro, and Rodriguez-Rodriguez 2009).…”

Section: Typical Use and Characteristics Of Pmsmentioning

confidence: 99%

See 2 more Smart Citations

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Moreira

Tjahjono

2015

International Journal of Production Research

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Performance measurement systems (PMS) have commonly been applied to evaluate and reward performances at managerial levels, especially in the context of supply chain management. However, evidence suggests that the effective use of PMS can also positively influence the behaviour and improve performance at an operational level. The motivation is to accomplish organisational goals, namely to increase supply chain flexibility by responding to evermore-varying customer demands in a timely manner. The purpose of the study described in this paper was to develop a conceptual framework that adopts performance measures for ex-ante decision-making at an operational level within the supply chain. To guide the research, five questions were asked and subsequently key gaps have been identified. In an attempt to fill the gaps, a case study at a major global brand beverage company has been carried out, and as a result, a conceptual framework of the PMS has been developed. Overall, the research offers a foundation of the applicability and impact of PMS in the supply chain and provides a framework that attends to some of the potential uses of PMS that so far have not been practically applied. The outcomes from the testing indicate that the initial gaps identified in the literature have been addressed and that the framework is judicious with scope for practical applicability. The framework is deemed worthy of further testing in different operational contexts of the supply chain. IntroductionResearch in the field of performance measurement has drawn on a variety of disciplines, from production and operations management to accounting and management control. Even though the use of performance measurement systems (PMS) is common amongst managers when defining and evaluating the success of strategic goals (Gomes, Yasin, and Lisboa 2011), the equivalent cannot be said for the use of the same systems as ex-ante 1 support tools to drive performance (Grafton, Lillis, and Widener 2010). Furthermore, although research suggests that PMS can positively influence individuals at an operational level, there is little evidence showing how it works in practice. As a consequence, individuals require the right information, at the right time, in the right format and at the right cost, and meeting these requirements remains a challenge (Schuff et al. 2010).The innovation of performance measurement can benefit organisations through the delivery of strategically aligned metrics that facilitate decision-making. Providing decision support frameworks and tools that integrate multiple measures in the evaluation process may reinforce the importance of these measures and thus enhance their efficacy in relation to strategic goals (Franco-Santos, Lucianetti, and Bourne 2012). Recent research suggests organisations have to be flexible in adapting to frequent changes in customer demand especially in fast moving industries (Poon et al. 2011). Adjustments to production system have to be considered within short time periods, and as a consequence, operational level emplo...

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Section: Pms Usersmentioning

confidence: 92%

Section: Information Technology and Pmsmentioning

confidence: 98%

Section: Typical Use and Characteristics Of Pmsmentioning

confidence: 99%

See 1 more Smart Citation

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Moreira

Tjahjono

2015

International Journal of Production Research

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“…Often the goal of those cross-functional teams is to expand integrated internal processes beyond the borders of the firm by including representatives of suppliers and/or customers. This is as once internal cross-functional integration occurs within a firm, actors of such a firm are more likely to recognize that the logic that drives internal integration is also relevant and can be extended to integration and collaboration with external parties, and that in order for a supply chain to be more effective external integration is also required (Koufteros et al, 2005;Verdecho et al, 2009). Once internal cross-functional integration exists and cross-functional teams are in place, internal integrated processes can therefore be extended along a supply chain, achieving a higher level of external integration (Vichery, 2003).…”

Section: Cross-functional Integrationmentioning

confidence: 99%

Information systems, inter-functional collaboration and innovation in Taiwanese high-tech manufacturing firms

Ganotakis

Hsieh

Love

2012

Production Planning & Control

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This paper investigates whether a) cross-functional integration within a firm and the use of information systems that support information sharing with external parties can enhance integration across the supply chain and wider networks, and b) whether collaboration with customers, suppliers and other external parties leads to increased supply chain performance in terms of new product development and introduction of new processes. Data from a high-quality survey carried out in Taiwan in 2009 were used, and appropriate econometric models applied. Results show that the adoption of information systems that enhance information sharing is vital not only for the effective communication with suppliers and with wider network members, but their adoption also has a direct effect across a firm's innovative effort. Cross-functional integration appears to matter only for the introduction of an innovative process. Collaboration with customers and suppliers affected a product's design and its overall features and functionality respectively.

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“…This is because, as collaborative relationships present specific characteristics that need to be managed such as trust, commitment, cooperation, etc. [10][11]. Then, PMS developed for inter-organizational contexts should present specific characteristics to be useful for these contexts.…”

Section: Introductionmentioning

confidence: 99%

A Structured Methodology to Implement Performance Measurement Systems in Collaborative Networks

Verdecho

Rodríguez-Rodríguez

Alfaro-Saiz

2011

Adaptation and Value Creating Collaborative Networks

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Abstract. Collaboration is one of the most commonly used strategies in the business environment. Enterprises that collaborate need reliable and efficient performance information. However, many collaborative enterprises fail to implement a common performance measurement system in an adequate manner due to the lack of sound mechanisms that connect all the elements within a performance measurement system. The purpose of this paper is to provide a methodology based on a multi-criteria decision method that aids to implement the different elements that compose a performance measurement system for collaborative networks. With this methodology enterprises have a tool to define all the aspects involved in the performance measurement system and to implement it. This approach has been applied to a collaborative enterprise network belonging to the automotive sector.

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Foundations for collaborative performance measurement

Cited by 44 publications

References 47 publications

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Information systems, inter-functional collaboration and innovation in Taiwanese high-tech manufacturing firms

A Structured Methodology to Implement Performance Measurement Systems in Collaborative Networks

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