Performance Measurement Systems in SMEs: A Review for a Research Agenda

By Patrizia Garengo, Stefano Biazzo, Umit Sezer Bititci. 2005

766 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/aeb3e4f3494ba7d994842ba29004e6071a8c06df

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Citations in the corpus

Towards a new model of success and performance in SMEs (2012, background): “More recently researchers have recognised that these approaches, developed within large organisations, may not be directly transferable to smaller organisations and models and frameworks specific to SMEs have been developed (e.g. Cocca and Alberti, 2010; Sousa and Aspinwall, 2010; Souza et al., 2006”
Using performance measures conceptually in innovation control (2011, background): “These frameworks can therefore be used to illustrate an organization’s essential means and ends (Bourne et al. 2000; Garengo et al. 2005; Broadbent and Laughlin 2009).”
COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, methodology): “…for facing COVID-19 and DT are summarized in Figure 1, and counter-pointed and explained in detail below: (cid:129) Scarcity of Financial Resources : SMEs have limited capital resources (Garengo et al., 2005; International Trade Centre, 2020; Moeuf, Tamayo, Lamouri, Pellerin, & Lelievre, 2016).”
The industrial management of SMEs in the era of Industry 4.0 (2018, methodology): “Finally, the Tranfield method has been exploited and validated in other research on SMEs (Garengo, Biazzo, and Bititci 2005).”
Strategy development by SMEs for competitiveness: a review (2008, background): “Effective performance measurement system plays an important role in supporting managerial development in the organizations (Garengo et al., 2005).”
Performance measurement and management: a literature review and a research agenda (2010, methodology): “Performance measurement and management: a literature review and a research agenda Paolo Taticchi, Flavio Tonelli and Luca Cagnazzo”
Machine learning applied in production planning and control: a state-of-the-art in the era of industry 4.0 (2020, methodology): “This method has been successfully employed by other authors to draw insights from the scientific literature (Garengo et al. 2005; Moeuf et al. 2018).”
What really happens to small and medium-sized enterprises in a global economic recession? UK evidence on sales and job dynamics (2015, neutral): “Facing this greater uncertainty toward the external environment than large firms, SMEs have a higher tendency to innovate products and services in order to sustain continuous evolution and change (Garengo et al, 2005).”
Social Return on Investment (SROI) and Performance Measurement (2013, background): “They were originally designed to focus on large business models, where rationalization, resource maximization, market growth and financial measures are highly sought-after (Garengo et al , 2005 ).”
Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, neutral): “Drawing on relevant literature that examines SPMS (Chenhall, 2005; Garengo et al., 2005; Hall, 2008; Speckbacher et al., 2003) this instrument considers four constitutive theoretical properties or dimensions of an SPMS: the integration of long-term strategy and operational goals; the presence of…”
Effectiveness of Performance Management System for Employee Performance Through Engagement (2020, background): “…show that majority have focused on PMSE in the context of organizational performance only (Busco et al., 2008; de Wall & Coevert, 2007; Elliot, 2016; Garengo et al., 2005; Ohemeng, 2009; Payambarpour & Hooi, 2016; Thursfield & Grayley, 2016), while ignored the employees’ perception completely.”