Monica Franco‐Santos, Mike Kennerley, Pietro Micheli, Veronica Martinez, Steve Mason, Bernard Marr, Dina Gray and Andrew Neely
Scholars in the field of performance measurement tend to use the term business performance measurement (BPM) systems without explaining exactly what they mean by it. This lack of…
Abstract
Purpose
Scholars in the field of performance measurement tend to use the term business performance measurement (BPM) systems without explaining exactly what they mean by it. This lack of clarity creates confusion and comparability issues, and makes it difficult for researchers to build on one an each other's work. The purpose of this paper is to identify the key characteristics of a BPM system, by reviewing the different definitions of a BPM system that exist in the literature. This work aims to open a debate on what are the necessary and sufficient conditions of a BPM system. It is also hoped that a greater level of clarity in the performance measurement research arena will be encouraged.
Design/methodology/approach
The performance measurement literature is reviewed using a systematic approach.
Findings
Based on this research, a set of conditions of a BPM system has been proposed from which researchers can choose those which are necessary and sufficient conditions for their studies.
Research limitations/implications
The analysis in this paper provides a structure and set of characteristics that researchers could use as a reference framework to define a BPM system for their work, and as a way to define the specific focus of their investigations. More clarity and precision around the use of the BPM systems phrase will improve the generalisability and comparability of research in this area.
Originality/value
By reviewing the different definitions of a BPM system that exist in the literature this paper will hopefully stimulate a debate on the necessary and sufficient conditions of a BPM system and encourage a greater level of clarity in the performance measurement research arena.
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Identifying key drivers of business performance helps to establish the right performance measures, but the measurement system is more likely to be successful if it can be embedded…
Abstract
Identifying key drivers of business performance helps to establish the right performance measures, but the measurement system is more likely to be successful if it can be embedded in everyday work processes. The greatest benefit comes from a system which enables you to learn strategically.
In the 1990s the Balanced Scorecard has become an established tool for integrating financial and non‐financial perspectives into performance management. Its co‐developer, Dr David…
Abstract
In the 1990s the Balanced Scorecard has become an established tool for integrating financial and non‐financial perspectives into performance management. Its co‐developer, Dr David Norton, talked about its evolution to Measuring Business Excellence.
Christer Karlsson and Chris Voss
In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is…
Abstract
Purpose
In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is to review the origins and foundations of today's EurOMA and how it has progressed to being a vibrant and successful organisation.
Design/methodology/approach
The review draws on archived documents, especially newsletters and board minutes, as well as memories of all of those involved.
Findings
The review shows an important evolution from two groups of like minded individuals, through building annual conferences and brings these together as one. It then shows how it has evolved both through formalisation of its activities, building international links and, most importantly, developing a portfolio of activities to develop and support young researchers.
Research limitations/implications
Where records are not available, the paper draws on individual memories of events from a long time ago.
Originality/value
As well as providing an invaluable record, it can provide a model for the development of similar organisations.
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Erica E. Harris, Ryan D. Leece and Daniel G. Neely
We investigate the determinants and consequences of nonprofit lobbying activity by analyzing 501(c)(3) nonprofit lobbying choices as reported on the primary tax form, Form 990…
Abstract
We investigate the determinants and consequences of nonprofit lobbying activity by analyzing 501(c)(3) nonprofit lobbying choices as reported on the primary tax form, Form 990. Under the Internal Revenue Code (IRC), nonprofits may lose their tax exempt status if they engage in a substantial amount of lobbying. We examine lobbying choices across three dimensions: (1) the test used to determine whether lobbying activities are substantial (i.e., making an H-election) (2) whether lobbying activities are directly related to the mission of the nonprofit (i.e., program related) (3) whether an affiliate nonprofit lobbies on behalf of a nonprofit. Results indicate lobbying choices are associated with the amount of lobbying reported and the amount of contributions received. Additionally, our results provide some evidence that nonprofit lobbying choices allowed under the IRC are underutilized.
Stewart Johnstone, Andrew Dainty and Adrian Wilkinson
The purpose of this paper is to explore the evolution of “product‐service” (P‐S) strategies in the aerospace sector. Despite the widespread perception that aerospace organisations…
Abstract
Purpose
The purpose of this paper is to explore the evolution of “product‐service” (P‐S) strategies in the aerospace sector. Despite the widespread perception that aerospace organisations are advanced in terms of P‐S integration, little is known about the realities of P‐S provision in the sector. Much of the existing literature is normative and prescriptive, focusing upon what organisations aspire to do, but offers little insights into how attempts to integrate products and services occur or the challenges organisations encounter.
Design/methodology/approach
This paper presents an in‐depth case study of an international aerospace original equipment manufacturer, referred to as “JetCo”. A total of 18 interviews were conducted with key actors involved in the operationalisation of P‐S strategy within defence aerospace and civil aerospace divisions. In addition, analysis of internal company documentation was also undertaken.
Findings
This paper reveals that current P‐S strategy, which builds upon a long history of service offerings, initially evolved separately in each division in response to the particular markets in which they operate. However, there was evidence of a corporate‐wide strategy for P‐S provision being developed across divisions to improve co‐ordination. This was founded on the recognition that P‐S delivery requires the development of a stronger customer orientation, better knowledge and information management strategies and the engagement of employees. A key challenge concerned integrating the product and service parts of the business to ensure consistent delivery of a seamless value offering to customers.
Originality/value
The paper offers fresh empirical evidence into the development of P‐S in an organisation drawn from a sector often flagged as an exemplar of P‐S provision, and provides insights into the complex realities of P‐S implementation and delivery. Notably, it highlights the challenge of attempting to embed an organisation‐wide “service culture” in pursuit of integrated P‐S delivery, and questions the nostrums and overly simplistic models which pervade the current solutions discourse.
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Mark Johnson, Jens K. Roehrich, Mehmet Chakkol and Andrew Davies
This research bridges disparate research on servitization, namely product–service systems (PSS) and integrated solutions (IS), to provide valuable insights for the progression of…
Abstract
Purpose
This research bridges disparate research on servitization, namely product–service systems (PSS) and integrated solutions (IS), to provide valuable insights for the progression of the field. It acts as a reconciliation of these research streams and offers a reconceptualised agenda incorporating recent research on platforms, ecosystems, modularity, risk and governance as key conceptual themes to synthesise and build theory.
Design/methodology/approach
This is a conceptual, theory development article focused on advancing thinking on servitization by identifying systematic and theoretically informed research themes. It also proposes future research opportunities to advance theoretical contributions and practical implications for servitization research.
Findings
By reviewing and synthesising extant PSS and IS research, this article identified five core themes – namely modularity, platforms, ecosystems, risks and governance. The importance of these five themes and their linkages to PSS and IS are examined and a theoretical framework with a future research agenda to advance servitization is proposed.
Originality/value
This paper considers the similarities and differences between PSS and IS in order to develop a theory and to reconcile formerly disparate research efforts by establishing linkages between core themes and identifying valuable synergies for scholars. The importance of the core themes and current gaps within and across these themes are shown, and a mid-range theory for servitization is positioned to bridge the servitization-related PSS and IS communities.
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Ruth N. Bolton, Janet R. McColl-Kennedy, Lilliemay Cheung, Andrew Gallan, Chiara Orsingher, Lars Witell and Mohamed Zaki
The purpose of this paper is to explore innovations in customer experience at the intersection of the digital, physical and social realms. It explicitly considers experiences…
Abstract
Purpose
The purpose of this paper is to explore innovations in customer experience at the intersection of the digital, physical and social realms. It explicitly considers experiences involving new technology-enabled services, such as digital twins and automated social presence (i.e. virtual assistants and service robots).
Design/methodology/approach
Future customer experiences are conceptualized within a three-dimensional space – low to high digital density, low to high physical complexity and low to high social presence – yielding eight octants.
Findings
The conceptual framework identifies eight “dualities,” or specific challenges connected with integrating digital, physical and social realms that challenge organizations to create superior customer experiences in both business-to-business and business-to-consumer markets. The eight dualities are opposing strategic options that organizations must reconcile when co-creating customer experiences under different conditions.
Research limitations/implications
A review of theory demonstrates that little research has been conducted at the intersection of the digital, physical and social realms. Most studies focus on one realm, with occasional reference to another. This paper suggests an agenda for future research and gives examples of fruitful ways to study connections among the three realms rather than in a single realm.
Practical implications
This paper provides guidance for managers in designing and managing customer experiences that the authors believe will need to be addressed by the year 2050.
Social implications
This paper discusses important societal issues, such as individual and societal needs for privacy, security and transparency. It sets out potential avenues for service innovation in these areas.
Originality/value
The conceptual framework integrates knowledge about customer experiences in digital, physical and social realms in a new way, with insights for future service research, managers and public policy makers.
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Amit Kumar Srivastava and Sushil
The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.
Abstract
Purpose
The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.
Design/methodology/approach
This study uses multiple methods combining both the qualitative and quantitative research routes to unearth a more complete picture of the phenomenon facilitating accurate, generalizable, and practically useful theory.
Findings
There is a lack of literature on strategic performance factors and their role in effective strategy execution, which turns out be a barrier to the success of strategy execution. This study not only reviews the SPFs in the context of effective performance management leading to effective strategy execution but also identifies linkages among the SPFs to demonstrate the relative criticality of SPFs and how one SPF leads to another SPF. Interestingly, the situation and actor factors, which were explained in a very limited way in traditional models, have emerged as the most influential strategic performance factors.
Research limitations/implications
Although this study attempts to synergize multiple research methods to increase the significance of the findings, a comparatively large sample size would be more useful to test the reliability of the results. Additionally, the SPFs are contextual in nature and, therefore, this study requires extended efforts to test the research propositions in different research settings and reveals the generalized as well as differentiated results. The possible bias in ISM exercise can be improved by having multiple discussions with the respondents. This study extends the theoretical debate on balancing the strategic and operational performance measures for successful strategy execution. The study also fills the gap in the literature by proposing the model of strategic performance factors. Adding methodological value extending triangulation along with the interpretative tool, this study also suggests methodological implication of the research design.
Practical implications
The proposed model of SPF could be useful in measuring the right thing in the right way to ensure effective strategy execution. Management of SPFs such as situation and actor is a further value addition to the debate on balancing lead and lag measures or financial and non‐financial measures. The study demonstrates that organizations should go beyond operation measures (both financial and non‐financial) and also focus on strategic factors such as situation and actors, which actually lead to the other SPFs.
Originality/value
This study took unique steps to integrate the multiple perspectives of performance measures and develop a model which can facilitate effective strategy execution. It not only fills the gaps in the literature but also provides a strategic perspective of the performance measurement and management systems. The methodological experimentation to not only bring rigor in model building but also use interpretive tools is an innovative attempt to clarify the “what”, “how” as well as “why” aspects of model building.
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Nonprofit performance measurement is receiving increasing academic and practitioner attention, but the design of nonprofit measurement systems has received limited consideration…
Abstract
Purpose
Nonprofit performance measurement is receiving increasing academic and practitioner attention, but the design of nonprofit measurement systems has received limited consideration. This is in contrast to the well‐established body of knowledge that focuses on performance measurement in private and public sector organisations. The purpose of this paper is to ascertain whether this body of knowledge can be used to inform the design of nonprofit performance measurement systems.
Design/methodology/approach
A case study approach was taken to examine the performance measurement practices used in six nonprofit organisations and their associated funders and regulators. A total of 24 managers from 18 organisations took part in the study.
Findings
The study found underdeveloped and resource intensive performance measurement systems in the majority of organisations that were examined. The performance measurement literature from the private and public sectors advocates the development of relevant, balanced, integrated, strategic and improvement‐oriented performance measurement systems; concepts that have received limited consideration in the nonprofit literature. This research found that performance measurement system design principles developed for the private and public sectors were applicable to the nonprofit sector.
Research limitations/implications
Whilst a range of stakeholders was included in the research, further work is required to validate the applicability of the findings to the diverse nonprofit sector. Nevertheless, given the dearth of operations management focused research on nonprofit performance measurement systems this study makes a useful contribution.
Practical implications
The study presents empirical evidence of the myriad criteria and processes that are used to measure nonprofit performance. The paper shows that current measurement practice is detracting from the performance of nonprofit organisations.
Originality/value
Despite the perceived uniqueness of the nonprofit sector, this paper shows that learning from the private and public sectors can be used to inform good practice in nonprofits. As relatively little research has been done in this area, the findings make a valuable contribution to the body of knowledge.