Improving control through effective performance measurement in SMEs

Hudson, M.; Lean, Jonathan; Smart, Philip

doi:10.1080/09537280110061557

Cited by 81 publications

(49 citation statements)

References 11 publications

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“…Balanced Scorecards (BSCs) are traditionally structured on the grounds of the four classical perspectives defined by Kaplan and Norton (1996), but some authors such as Andersen et al (2001) and Manville (2007) question the validity of their application for SMEs, pointing out that there is currently a gap in the literature regarding the implementation of BSC solutions in SMEs. Thus, the research conducted by Hudson et al (2001a) and Turner (2005) concluded that SMEs can see the value of a performance measurement system but add that there are significant barriers to its implementation due to resource issues, the fact that it may be too strategically orientated and the difficulty involved in identifying KPIs.…”

Section: Phase Ii: Analysis Of the Businessmentioning

confidence: 99%

A guide for supply chain integration in SMEs

Palomero

Chalmeta

2012

Production Planning & Control

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Section: Phase Ii: Analysis Of the Businessmentioning

confidence: 99%

A guide for supply chain integration in SMEs

Palomero

Chalmeta

2012

Production Planning & Control

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“…Frequently discussed frameworks (either structural or procedural) are Balanced Scorecard (Kaplan and Norton 1992), Performance Pyramid (Cross and Lynch 1988), Performance Measurement Framework (Hudson et al 2001), Performance Prism (Neely et al 2002), Integrated Performance Measurement Framework (Rouse and Putterill 2003), Wisner and Facett's Framework (Wisner and Fawcett 1991), Performance Measurement Matrix (Keegan et al 1989), the Sink and Tuttle Model (1989) and Medori and Steeple's framework (2000). For almost any kind of performance, a (set of) metrics can be determined, including the measurement for business process management (e.g., Pritchard and Armistead 1999), knowledge management (e.g., Bose 2004), sustainability (e.g., Epstein and Roy 2001), finance (e.g., Kaplan and Norton 1992), supply chain management (Gunasekaran et al 2004), project management (Alarcón and Ashley 1996), hospitality management (Chun and Law 2003), service delivery within the public sector (Shane 1998), SMEs (Cocca and Alberti 2010) and non-profit organizations (Kaplan 2001).…”

Section: Performance Measurement Literaturementioning

confidence: 99%

Business model metrics: an open repository

Bouwman

Heikkilä

Solaimani

et al. 2015

Inf Syst E-Bus Manage

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Development of successful business models has become a necessity in turbulent business environments, but compared to research on business modeling tools, attention to the role of metrics in designing business models in literature is limited. Building on existing approaches to business models and performance measurement literature, we develop a generic open repository of metrics related to core business model concepts. We validate and assess the practical value of the repository based on four e-Business model cases. The repository can be utilized in designing business models, specifically for networked enterprises. It is neither complete nor universally applicable, but needs adjustment with each design. Ultimately, with this paper, we hope measurement will become an integral part of the business model innovation discussion.

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“…Brown [14] developed a structural framework which attempts to distinguish between input, process, output and outcome measures; while the structural PM framework of the European Foundation for Quality Management (EFQM) consists of two segments -enablers and results -which may be further sectioned. Hudson et al [35] have examined the problems associated with PM for SMEs (Small to Medium sized Enterprises) and have proposed a procedural framework specifically tailored to their needs; Neely et al [65] propose the structural Performance Prism, which consists of five weighted "faces": stakeholder satisfaction, strategies, processes, capabilities, and stakeholder contribution. Yeniyurt [78] has proposed a structural framework for PM in companies that are geographically dislocated; the model uses a cross-process and cross-border approach, and five levels of measurement performance: financial; consumer; internal processes; innovation; and corporate culture / climate.…”

Section: Performance Measurement Frameworkmentioning

confidence: 99%

A review of performance measurement: Towards performance management

Folan

Browne

2005

Computers in Industry

360

250

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Describes the evolution of performance measurement in four sections: recommendations, frameworks, systems, and inter-organisational performance measurement. Measurement begins with a recommendation, which is a piece of advice related to the measures or structure of performance measurement; frameworks can be dichotomised into a structural and procedural typology that suggests structural framework development has outstripped procedural framework development. The basic requirements for a successful PM system are two frameworks -one structural, and one procedural; as well as a number of other performance management tools.Inter-organisational performance measurement may be divided into supply chain and Extended Enterprise performance measurement: the former relying solely on traditional logistics measures, while the latter incorporates the structural aspects of the supply chain system and adds nonlogistics perspectives to its measurement arena. Finally the encroachment of the performance measurement literature into the processes related to performance management is examined, and areas for future research are suggested. Recommendations; Frameworks; Systems; Inter-organisational Performance Measurement; Performance Management Manuscript No.: 1762 -Computers Keywords:in Industry Submission Paper 3 IntroductionOrganisational Performance has always exerted considerable influence on the actions of companies. Consequently, the ways and means of accurately measuring this performance is perceived as being an increasingly important field of research for both organisations and academics alike. Indeed, in the last fifteen years or so Performance Measurement (PM) has been seen to occupy the minds of academics in an ever-increasing number of fields. The mid to late nineties seem to have seen the peak of this activity. 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 results have been an abundance of isolated PM information produced that may be duplicated and / or contradictory in nature.PM is also evolving at a considerable rate to combat new organisational realities; owing to the fight for industrial supremacy, the con...

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Improving control through effective performance measurement in SMEs

Cited by 81 publications

References 11 publications

A guide for supply chain integration in SMEs

A guide for supply chain integration in SMEs

Business model metrics: an open repository

A review of performance measurement: Towards performance management

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