The Role of the Performance Measurement Systems on Business Process Reengineering: An Empirical Study of Turkish Small and Medium Scaled Manufacturing Firms

Abstract

Abstract:Today, companies have begun to adopt more flexible structures to adapt to the rapidly changing environment. From the beginning of the 1990's, companies have needed radical changes to their organizational structures, especially their process methods. Companies need more flexible and faster organizational structures to respond effectively to their customers' growing variety of needs. This new concept of process reengineering has become an appealing alternative for companies.Reengineering means rebuilding an organization and its entrenched conceptions and design. Competition is intensifying today; reengineering is a convenient method of establishing a new and active structure.Reengineering tries to specify the role of performance measurement in the reengineering process. The effects of a current performance measurement system, the role of performance measurement, empowerment, integration and long-term strategic alignment are the basic subjects of reengineering. These elements are presented in this paper with positive statistical results. The results of the research and the trends observed are discussed and suggestions are presented for both managers and academicians.

Performance measurement in SMEs: systematic literature review and research directions

“…Process for the development and selection of performance metrics to measure the effectiveness of different electronic business schemes in SMEs PM Anand & Kodali (2008) Performance measurement system for an organization in a LEAN environment PM Berrah et al (2008) Evaluation of the relationship between performance measurement criteria with integral aggregation Croquet operators PM Gunawan et al (2008) The relevance of a performance measurement system and performance measures in a case study are evaluated PM Phusavat & Manaves (2008) Performance baseline of three SMEs evaluated with BSC PM Carpinetti et al (2008) Conceptual model for a cluster performance measurement PM Varamäki et al (2008) Model for the network performance evaluation PM Bhagwat et al (2008) Model for the performance evaluation of a supply chain based on BSC-AHP PM Phusavat & Jaiwong (2008) Development of a strategic map based on performance measurement SBM Zehir et al (2008) Performance measurement for business reengineering SBM Ahmad & Qiu (2009) SMEs performance evaluation to develop competitive BM Sardana (2009) Model for the evaluation of sustainable performance in SMEs PM Singh et al (2009) Model to evaluate the performance of SMEs within the internationalization scheme of their operations PM Galdámez et al (2009) Model for the performance evaluation of a local cooperative network PM Jaehn (2009) Performance evaluations as a factor in the value-added process in enterprises organized in a network PM Thakkar et al (2009) Model for the performance evaluation of a supply chain based on BSC-SCOR model PM (Garengo, 2009) Measurement of performance aligned with quality management programs SBM Lima & Carpinetti (2010) Design of a performance measurement system and a compatible technological tool PM Wang & Ahmed (2010) Performance evaluation model, business and family considerations PM Alfaro Saiz et al (2010) Global Performance Management (GPM) approach that includes a methodology, an information architecture and a technological solution for the information treatment from the evaluation of performance PM Restrictions evaluation in the implementation of performance measurement systems in SMEs PM Taylor & Taylor (2014) Relationship between the size of the organization and the PMS implementation level PM Zizlavsky (2014) Implementation of BSC for performance measurement PM Pereira & Oyadomari ...…”

Linking Dynamic Capabilities and Market Performance of SMEs: The Moderating Role of Organizational Agility

“…The idea of organizational agility has been conceptualized in literature as a mechanism through which organizations can achieve competitive advantages by meeting the needs of their customers rapidly and adapting to the changing environment. Organizational agility means the collection of business initiatives which allow businesses to achieve competitive advantage, manufacturing processes that achieve speed and cost-effectiveness (Porter, 1996), and refers to the efficiency and effectiveness of the day-to-day activities of a company to meet changing business needs in a rapidly changing environment (Cao and Dowlatshahi, 2005;Zehir et al 2008). This process is related to the capabilities of organizational agility and dynamic capabilities, too.…”