Understanding management data systems for enterprise performance management

Bose, Ranjit

doi:10.1108/02635570610640988

Cited by 65 publications

(42 citation statements)

References 17 publications

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“…Few (2006) state the dashboard as "a visual display of the most important information needed to achieve one or more objectives; consolidated and arranged on a single screen so the information can be monitored at a glance" (Few, 2006). Bose (2006) describe dashboard as "a software application that provides a single-screen display of relevant and critical business metrics and analytics to enable faster and more effective decision making".…”

Section: Conceptualization Of Dashboardmentioning

confidence: 99%

The Need of Dashboard in Social Research Network Sites for Researchers

Apandi¹,

Arshah²

2016

IJSECS

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Nowadays, dashboard has been widely used by organizations to display information based on their objectives such as monitoring business performance or checking the current trend in the niche market. There is a need to investigate whether the researchers also need the dashboard in assisting their research works. There are some issues facing by researchers while using Social Research Network Sites (SRNS) since they could not noticed with information related to research field that they might be interested in because they are huge amounts of information in the SRNS. The inclusion of dashboard in the SRNS has to be explored to understand its relevancy in supporting the researchers work. We review previous works regarding dashboard usage to find the purposes of having dashboard and find researcher needs by reviewing researchers use scenario in the social networking sites. Then, we analyze whether the dashboard purposes can satisfy the researcher needs. From the analysis, we found out that the dashboard is a significant tool in assisting the researchers on: measuring their own research performance, monitoring research trends and alerting them with upcoming events.

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Section: Conceptualization Of Dashboardmentioning

confidence: 99%

The Need of Dashboard in Social Research Network Sites for Researchers

Apandi¹,

Arshah²

2016

IJSECS

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“…The BSC framework also supports learning and knowledge creation in its learning and growth dimension (Kaplan & Norton, 1996). Companies have also started using IT systems to learn from data and support decision making (Bose, 2006). Facts like these demonstrate that PM has shifted its focus from control to learning, especially because of the emergence of concepts such as KM and systems thinking (Brudan, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis of the interplay between knowledge and performance management in industrial clusters

Lima

Carpinetti

2012

Knowledge Management Research & Practice

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The concept of industrial clustering has been studied in-depth by policy makers and researchers from many fields, mainly due to the competitive advantages it may bring to regional economies. Companies often take part in collaborative initiatives with local partners while also taking advantage of knowledge spillovers to benefit from locating in a cluster. Thus, Knowledge Management (KM) and Performance Management (PM) have become relevant topics for policy makers and cluster associations when undertaking collaborative initiatives. Taking this into account, this paper aims to explore the interplay between both topics using a case study conducted in a collaborative network formed within a cluster. The results show that KM should be acknowledged as a formal area of cluster management so that PM practices can support knowledge-oriented initiatives and therefore make better use of the new knowledge created. Furthermore, tacit and explicit knowledge resulting from PM practices needs to be stored and disseminated throughout the cluster as a way of improving managerial practices and regional strategic direction.

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“…'The challenge is the interpretation of multiproduct, multi-functional information. Bose (2006) identified that the key issue is to develop key performance indicators (KPIs) that provide a holistic and balanced view of the business. 'One potential approach is to think of individual KPIs not just as a singular metric, but as a balanced metric that incorporates several alternative dimensions ' (p.56).…”

Section: Issues Identified In Designing Performance Metrics For Markementioning

confidence: 99%

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

Phillips¹,

Halliday²

2008

Journal of Marketing Management

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Abstract:Advances in technology create opportunities for new forms of arranging work, such as collapsing the boundaries between marketing and accounting. This makes it possible for management to identify the key attributes and processes required for a more integrated marketing/ accounting process. This paper sheds light on how e-business planning is taking place and identifies the key areas that are, together, acting as barriers to aligning organisation design, structures and people in the digitized world. The study presents empirical evidence of de facto leadership being taken by the IT function, to the detriment of what might otherwise have been developed: a synergistic relationship between the marketing/accounting planning interface and business performance. We set this in the context of converging demands on the marketing and accounting professions and of the literature suggesting that complex marketing/accounting metrics need to be developed to enable effective performance management.Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, and marketers are to regain their seat at the top table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation. Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, if marketers are to regain their seat at top 2 table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation.

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Understanding management data systems for enterprise performance management

Cited by 65 publications

References 17 publications

The Need of Dashboard in Social Research Network Sites for Researchers

The Need of Dashboard in Social Research Network Sites for Researchers

Analysis of the interplay between knowledge and performance management in industrial clusters

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

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