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This study aims to conduct a literature review on factors that influence the implementation and design of performance measurement systems in nonprofit organizations.

The research strategy is conceived through a literature review focused on the analysis of authorship, supported by bibliometric techniques such as citation, co-citation and co-authorship social networks.

Models and theories proposed for measuring performance in non-profit organizations are being researched, starting to form an intellectual structure related to performance measurement systems and nonprofits. Three main research topics have been given more attention: strategic performance and public service performance, health-care performance and nonprofit operations strategy and performance measurement.

The study is limited to scientific journal papers and could benefit from the addition of new sources of information such as conference papers, books and standards. The body of knowledge of this topic could also benefit from an in-depth investigation through a comprehensive review of models and theories, as a proposal for a future research agenda.

As practical applications are identified, groups of researchers in different countries and subjects that can generate research agendas, scientific communities used to investigate issues related to performance in nonprofit activities.

Performance measurement in nonprofit organizations is a topic of study that has been receiving considerable attention in recent years, to the point that the literature is revealing specific models for measuring performance in this type of organizations. Particular models and theories are being conceived, specializing existing models and theories related to performance measurement and management.

In this study, the performance assessment of credit unions is developed, seeking to demonstrate how the content of their operations strategy is present in the structuring of unique models of organisational performance assessment. The main objective is to compare sources of knowledge through the content analysis of the service operations strategy as proposed by the literature and validated by specialists.

This research is a qualitative study that uses the knowledge of specialists to frame a performance assessment structure applied to credit unions. The research strategy is based on multicriteria analysis, and the selected techniques are based on the MCDA-C procedure, that is, the processes of structuring, evaluating and recommending improvements.

The research results provided: a data set external to the context that serves as theoretical support for the comparisons made; the structuring of 4 unique organisational performance assessment models carried out through the MCDA-C procedure; conceptual interpretation using the lens of the operations strategy in the cognitive maps of the assessment models, which identifies the operations strategy carried out; and comparison of the result models that show their uniqueness.

The comparison between the origins of knowledge is highlighted, and the demonstration of the content was proposed by the literature and by specialists to evaluate the performance in operations. This was then compared with the content constructed with credit union managers in structuring models based on the singularities of the respective contexts. The theory was compared to practice, and it was demonstrated how the content of the operations regarding the performance could be used in decision contexts.

The purpose of this research is to examine the factors that influence the design of performance measurement systems (PMSs) in nonprofit organizations (NPOs) and public administration and explore inter-relationships among these factors.

Findings resulted through the identification of design factors from the paper portfolio of a previous systematic literature review on this topic and the construction of a factor co-occurrence network for the identified factors. 

The methodology helped to determine the relationships among factors and show how these factors influence PMSs in NPOs and public administration. It also helped to demonstrate how PMSs in these organizations are different from PMSs in traditional companies because of the impact of the factors on the complexity and dynamics of NPOs and public administration. The findings and discussion contribute to the performance measurement literature on NPOs and public administration by presenting a set of design factors related to purpose, stakeholders and management.

This paper presents practical implications for managers regarding the PMS design process and shows how some design factors can be particularly related to these organizations

The design factors are particular to the organizational dynamic and should be considered by managers involved with the design (or redesign) process of performance measurement systems.

This conceptual paper presents a proposal for improving a performance measurement (PM) system implementation process based on enterprise engineering (EE) guidelines, which gives the process a sense of completeness.

This paper analyzes a well-known process for PM systems implementation organized in two phases: identifying, designing and implementing the top-level performance measures; and cascading the top-level measures and identify appropriate lower-level performance measures. The proposed improvements to the studied process derive from the EE guidelines, which establish a basis for the structure of an organizational management system, the formalization and synchronization of processes, performance expectations, exception handling and change management.

The study reveals that not all EE guidelines are covered by the analyzed process, with four of them having no evidence of being adopted: involvement of people in process design and implementation; ensuring interoperability between different systems in the information structure; addressing of all possible exceptions; coherence and consistency of semantics across all processes.

By the lens of EE guidelines, this paper advances a how-to-guide. This paper can support managers and researchers on PM system design and implementation, given the importance and relevance of EE recommendations having a consistent and well-structured procedure.

To investigate the relationship between performance frontier and operations strategy. A two-level conceptual framework is proposed based on performance elements that act as output/input variables and delimit the scope of the frontier analysis.

The framework proposition is based on the fourth round of high-performance manufacturing survey data. A representative set of variables for assessing performance based on operations strategy constructs is defined through multivariate data analysis techniques. The main method used is the principal component analysis.

The proposed first-level conceptual framework formalizes the relationships between performance frontier analysis techniques and operations strategy, delimiting the scope and the structural definitions. The second-level conceptual framework defines the constructs of the input and output dimensions for frontier analysis studies.

The paper contribution is developed in the gap of market-led orientation to study operations strategy performance frontier since most related literature focuses on capabilities development with a main focus on the resource-based view (RBV) approach. A conceptual framework based on the competitive priorities is therefore proposed to represent the operations strategy in the view of the frontier techniques. The value lies in defining performance measures which are not a straightforward task as the growth of organization competitiveness and complexity require multiple performance measures. A deeper understanding of frontier estimation on the operations strategy context is also provided, contributing to positively influence firms to succeed in the current dynamic competitive environments.

The purpose of this study seeks to identify the critical barriers for the deployment of Lean Construction (LC).

In order to identify the barriers of Lean Construction, a systematic review of the scientific literature was carried out, in addition to analysis of the content of papers presented at a major Lean Construction conference. After the barriers were identified, a Lawshe study was conducted with experts in Lean Construction to verify the criticality of each of the barriers encountered.

This study identified 83 potential pre-deployment barriers in the literature, of which eight were considered critical by the experts. The results of Lawshe study pointed that critical barriers refer to leadership characteristics, cultural aspects and structural aspects.

Variations in the assessment of the criticality of the barriers may occur from one country to another due to regional differences in the construction sector.

The implications of this study are recognizing and identifying the characteristics of an organization that can hinder Lean Construction allows these issues to be resolved before beginning the Lean journey.

This article is the first of its kind to assess the criticality of barriers to Lean Construction using a quantitative technique. Knowledge of this set of barriers provides both practical and theoretical readers with an increased chance of success in the deployment of an LC project.

The purpose of this paper is to propose a set of guidelines to be used for diagnosing and (re)designing organizational systems based on Hoshin Kanri – a management framework that is recognized for building the link between strategy and business execution.

A two-step approach was used in this research work. A systematic literature review (SLR) was used to find relevant references related to Hoshin Kanri that could serve as sources for recommendations. After completing the SLR, content analysis was used to define the recommendations and analyze them, deriving a set of guidelines.

A collection of recurring topics was identified through content analysis. These topics can be interpreted as central aspects for Hoshin Kanri application. Topics were eventually categorized and one guideline was developed for each one of the categories, which resulted in a total of 23 guidelines. Guidelines were grouped in two dimensions (context and process) and also according to their central aspect (organizational culture, capabilities, focus, alignment, integration and review).

Although Hoshin Kanri has been widely applied in Japan and also in large companies over the past 50 years, it is not as widely explored in research papers as other frameworks. Literature often focuses on Hoshin Kanri only as a process and not as an organization-wide holistic system. There are few empirical studies about its conceptual assumptions and practical implications and no systematization of the main aspects that ensure the effective application of Hoshin Kanri in a universal manner.

Although, the advanced manufacturing technologies (AMT) benefits and potentialities are already known, issues regarding the management process, from the planning to the implementation, represent the main barriers to the effective use of such technologies. The actual benefits of the AMT incorporation to the manufacturing system, classified as systemic, will only be obtained and recognized if the current design and organizational structure become compatible with the change being introduced. The purpose of this paper is to present the rationality for the organizational design development related to AMT adoption.

The developed theoretical synthesis integrates two refined and tested frameworks: the organizational design and the strategic selections of AMT. The company's manufacturing strategy, specifically the manufacturing vision, defines a set of statements, the required competences, which constitute the organizational design specifications. By approaching the AMT as resources related to the manufacturing vision competences, it could be assured the cohesion between the organizational design and the technology to be introduced. The theoretical development is illustrated by some empirical data, particularly in the cases of competences, capabilities and manufacturing vision statements formulation.

This paper is a theoretical construction that organizes and synthesizes the issues that are being studied in the main theme: “The adoption of the automated systems,” focusing the discussion on the manufacturing strategy and organizational design domains.

The generated framework is theoretical in essence and needs to be tested, although the theoretical exercise integrates tested frameworks.

The understanding of the relationships between the process of AMT adoption and the required changes in the organization contribute to the attainment of the benefits related to those technologies.

The main value of the present paper is the theoretical exercise to generate a set of recommendations of the organizational design‐revision process. The systemic design approached used will found future research to generate practical solutions for the design process, contributing to the AMT integration to the manufacturing system.

The purpose of this paper is to develop and test a quality management system (QMS) implementation process for a medical devices manufacturer, which are covered by ISO 13485:2007 and RDC No. 59:2000 and based on operations strategy content definitions.

The research strategy is based on the Cambridge approach which is supported by action research techniques for producing “application” processes. This research strategy is also known as the “Process Approach” or “the Engineering Approach” and was developed in the mid-1990s by researchers from the “Institute for Manufacturing” (IFM/University of Cambridge).

The results reveal how real conditions “shape” implementation, indicating solutions for integrating procedures for performance and control indicators that represent manufacturing strategy objectives. The regulatory framework and the manufacturing environment offer these real conditions. The operations strategy that is underlying implementation shows how to reconcile regulation and strategy through its content.

The developed process can be improved by increasing the number of test cases until they bring no new contributions for its evolution. However, because it is a long-term and complex implementation process, the present research was concluded with a full understanding of process development.

The QMS implementation process based on the Cambridge Engineering approach creates several opportunities for discussing QMS design requirements, but also in testing procedures for quality policy deployment. Learning by doing is a practical contribution of the process as a participative component effectively applied in different moments at the mentioned workshops – WSH. The logical organization of the QMS implementation process shows causalities among manufacturing strategy, QMS and performance measurements, creating strategic coherence among the connected elements.

Although many studies had approached the QMS implementation, few of them actually addressed the system integration with the business strategic objectives. None of the studies to date related the implementation to the ISO 13485:2003 and the RDC No. 59.

In the performance measurement and management research field, the applicability of performance measurement systems (PMS) in nonprofit organizations (NPOs) and public administration has been considered a challenge. The diversity of these organizations makes it difficult to define proper terminology and organizational characteristics. PMS evolution has not yet been able to capture all performance dimensions of a public administration and, especially for NPO considering its dynamic and multiple goals. The purpose of this paper is to provide a conceptual framework that identifies and classifies the factors that influence the design of PMSs in NPOs and public administration.

The study was developed through a systematic literature review (SLR). A set of 29 papers were intensely studied, and the results provide a multi-disciplinary and holistic set of factors.

A set of ten factors that influence the design of PMSs in NPO and public administration were found. They were categorized into three groups: factor related to purpose, stakeholders and management.

The study synthesized the literature and provided a conceptual framework of the factors that influence the design of PMSs in NPO and public administration. No individual paper collected in the SLR shows a similar organization of the factors as the present paper. The set of factors indicates the importance of this study for NPO and public administration, and how complex a PMS in an NPO and public administration can become. The conceptual model presented can further assist practitioners in developing design process observing the role that the identified factors play.