A FRAMEWORK FOR AUDITING AND ENHANCING PERFORMANCE MEASUREMENT SYSTEMS

By D. Medori, D. Steeple. 2000

385 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/89e3d4db34c1c073f15a422d16bdcff2456f0fd0

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In Management Information Systems

Citations in the corpus

Performance measurement: from philosophy to practice (2004, background): “Another weakness, which also applies to the frameworks described previously, is that little or no consideration is given to the existing PMSs that companies may have in place ( Medori and Steeple, 2000”
A review of performance measurement: Towards performance management (2005, methodology): “These additional tools enable the dynamic nature of their PM system: the systems of both Bradley [11] and Medori and Steeple [62] suffer from a lack of surrounding performance management aids, with the exception of the provision of”
Understanding supply chain management: critical research and a theoretical framework (2004, background): “This is mainly because non-financial measures can overcome the limitations of just using financial performance measures (Eccles and Pyburn 1992, 145Understanding supply chain management Medori et al. 1995, Neely 1998, Beamon 1999, Medori and Steeple 2000).”
Theory and practice in SME performance measurement systems (2001, methodology): “…measurement systems 1101 and flexibility are commonly cited as the main operational dimensions which should be measured (Kaplan, 1983; Lynch and Cross, 1991; Schmenner and Vollmann, 1994; Neely et al., 1995; Collier, 1995; White, 1996; Laitinen, 1996; Slack et al., 1998; Medori and Steeple, 2000).”
Performance measurement in humanitarian relief chains (2008, methodology): “…Scorecard by Kaplan and Norton (1992)) and procedural frameworks (i.e. a step-by-step process for developing performance metrics from strategy;, e.g. Wisner and Fawcett (1991) and Medori and Steeple (2000)), which are usually developed in isolation and combined in performance measurement systems.”
Designing a performance measurement system: A case study (2004, methodology): “The design, implementation, and use of a set of performance measures are not a one-time effort: a firm should install processes that ensure continuous review of the system [5,7,33].”
Balanced scorecard in SMEs: effects on innovation and financial performance (2017, positive): “For instance, Medori and Steeple (2000) suggest that PMS should be evaluated based on six stages: the selection of organizational critical success factors, the matching of strategic requirements and priorities, the selection of measures, the audit, the implementation and the maintenance.”