A framework of the factors affecting the evolution of performance measurement systems
By M. Kennerley, Andy Neely. 2002
639 citations recorded by the source corpus.
The effectiveness of performance measurement is an issue of growing importance to industrialists and academics alike. Many organisations are investing considerable amounts of resource implementing measures that reflect all dimensions of their performance. Consideration is being given to what should be measured today, but little attention is being paid to the question of what should be measured tomorrow. Measurement systems should be dynamic. They have to be modified as circumstances change. Yet few organisations appear to have systematic processes in place for managing the evolution of their measurement systems and few researchers appear to have explored the question, what shapes the evolution of an organisation’s measurement system? The research reported in this paper seeks to address this gap in the literature by presenting data that describes the forces that shape the evolution of the measurement systems used by different organisations.
Subfields: Management Information Systems
View Paper: https://www.semanticscholar.org/paper/5f1dcfdb20cf027c4789b461542397bc66a06271
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In Management Information Systems
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Citations in the corpus
- Measuring Supply Chain Performance: Current Research and Future Directions (2006, background): “So, whilst the need to keep measures aligned with strategy has been well rehearsed within the literature, surprisingly little attention has been paid to the problem of the ongoing management of performance measurement systems, or the forces affecting their evolution over time (Waggoner et al. 1999; ”
- Is performance measurement and management fit for the future? (2014, background): “2 gic changes should impact the PMM system (Bourne et al., 2000; Kennerley and Neely, 2002).”
- The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors (2007, background): “, 2000) and by the early 1980s there was a growing realisation that it was no longer appropriate to use financial measures as the sole criteria for assessing organisational success (Kennerley and Neely, 2002).”
- Performance management in the public sector (2009, background): “The use and quality of performance indicators has been evolving ( Kennerley and Neely, 2002”