Metrics and performance measurement in operations management: dealing with the metrics maze
By Steven A. Melnyk, Douglas M. Stewart, Morgan Swink. 2004
489 citations recorded by the source corpus.
Subfields: Management Information Systems
View Paper: https://www.semanticscholar.org/paper/c62dd0019e80e1c175e5c65d5759650d99421652
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
- Andy Neely
- Federico Caniato
- Davide Luzzini
- Vieri Maestrini
- Paolo Maccarrone
- Monica Franco-Santos
- Mike Bourne
- Lorenzo Lucianetti
Citations in the corpus
- Supply chain performance measurement systems: A systematic review and research agenda (2017, background): “…is a verifiable performance measure, stated in either quantitative or qualitative terms, that assesses what is happening; (2) it is assessed through a reference or target value; and (3) it is associated with consequences of being on, below or above target (Melnyk et al., 2004; Melnyk et al., 2014).”
- Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “More specifically, the data support the claim that CPM systems play a key role in strategy, communication, and management processes, generating organizational capabilities that enable the organization to excel (e.g., Eccles, 1991; Ittner and Larcker, 1998; Kaplan and Norton, 1996, 2001; Melnyk et al”
- The financial performance effects of IT-based supply chain management systems in manufacturing firms (2007, background): “Using audited, externally reported financial performance measures adds an important degree of verifiability, an essential characteristic of a performance metric (Melnyk et al., 2004).”
- Does the balance scorecard work: an empirical investigation (2008, background): “By the 1990s the noise made by these voices had grown to a crescendo (Melnyk et al., 2004; Neely et al., 1995; Neely, 1999) and increasing numbers of firms appeared to be "reengineering" their measurement systems, with data suggesting that between 1995 and 2000, 30 to 60% of companies transformed th”