Performance measurement system design: developing and testing a process‐based approach

By Andy Neely, J. Mills, Ken W. Platts, H. Richards, Mike Gregory, Mike Bourne, M. Kennerley. 2000

1,001 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/1468ef4d908e0621550aea068085af8ecfc24735

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

In Management Information Systems

Citations in the corpus

Social Sustainable Supply Chain Management in the Textile and Apparel Industry—A Literature Review (2017, background): “Nevertheless, classifications of socially sustainable measures can be found, and generally speaking, performance measurement is the effort to quantify a company’s task by its efficiency and effectiveness [22,31,35,36].”
Supply chain performance measurement systems: A systematic review and research agenda (2017, background): “Kaplan and Norton, 1996; Chenhall, 2005) and operational PMSs tackling specific functions of the organization (e.g. Bourne et al., 2000; Bourne et al., 2003; Neely et al., 2000; Bititci et al., 2006).”
Interplay between performance measurement and management, employee engagement and performance (2017, background): “This highlights a new area for investigation not previously addressed in existing performance measurement system design guidelines (Azzone et al., 1991; Neely et al., 2000).”
Is performance measurement and management fit for the future? (2014, methodology): “The old adage that the PMM system should reflect strategy (Kaplan and Norton, 1993, 1996) needs to be updated as we have long been aware that PMM informs and challenges strategy (Bourne et al., 2000; Neely et al., 2000).”
Dynamics of performance measurement and organizational culture (2006, methodology): “Only a handful of researchers ( Neely et al., 2000; Bourne and Neely, 2000; Bourne et al., 2000; Nudurupati, 2003; Kennerley and Neely, 2003) have used action research methods to investigate and study the life-cycle of performance measurement systems (i.e.”
Performance measurement systems in the Finnish public sector (2007, methodology): “3 Challenges in PMS design and implementation process The performance measurement studies and literature have focused on the development of a measurement system and selection of measures, also called design phase, implementation phase, and promoting systems and platforms (Kaplan and Norton, 1992, 19”
Measuring Supply Chain Performance: Current Research and Future Directions (2006, methodology): “Table 6.1 Key considerations for analysing a performance measurement system (content abridged from Neely et al. 1995 ) Level (1, 2 or 3) Considerations Individual performance measures What performance measures are used?”
Performance Measurement Systems in SMEs: A Review for a Research Agenda (2005, background): “1997) and Performance Prism (Neely et al. 2000).”
Management Learning Not Management Control: The True Role of Performance Measurement? (2006, background): “Neely et al. (2000), op. cit.”
Towards a definition of a business performance measurement system (2007, methodology): “6 A Balanced Scorecard is considered to be a BPM system by many researchers (e.g. Atkinson, 1998; Ittner et al, 2003; Neely et al, 2000; Otley, 1999) 8 Citation Analysis Author Date Definition Social Science Citation Index Scopus GoogleScholar assessing the effectiveness and efficiency of…”