Measuring and managing performance in extended enterprises

Abstract

Purpose

The purpose of this research paper is to demonstrate how existing performance measurement may be adopted to measure and manage performance in extended enterprises.

Design/methodology/approach

The paper reviews the literature in performance measurement and extended enterprises. It explains the collaborative architecture of an extended enterprise and demonstrates this architecture through a case study. A model for measuring and managing performance in extended enterprises is developed using the case study.

Findings

The research found that due to structural differences between traditional and extended enterprises, the systems required to measure and manage the performance of extended enterprises, whilst being based upon existing performance measurement frameworks, would be structurally and operationally different. Based on this, a model for measuring and managing performance in extended enterprises is proposed which includes intrinsic and extrinsic inter‐enterprise coordinating measures.

Research limitations/implications

There are two limitations this research. First, the evidence is based on a single case, thus further cases should be studied to establish the generalisibility of the presented results. Second, the practical limitations of the EE performance measurement model should be established through longitudinal action research.

Practical implications

In practice the model proposed requires collaborating organisations to be more open and share critical performance information with one another. This will require change in practices and attitudes.

Originality/value

The main contribution this paper makes is that it highlights the structural differences between traditional and collaborative enterprises and specifies performance measurement and management requirements of these collaborative organisations.

Citation

Bititci, U.S., Mendibil, K., Martinez, V. and Albores, P. (2005), "Measuring and managing performance in extended enterprises", International Journal of Operations & Production Management, Vol. 25 No. 4, pp. 333-353. https://doi.org/10.1108/01443570510585534