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This study aims to address an important gap between the normative view of an integrated performance measurement system (PMS) design that assumes a clean slate and the organizational realities of a PMS design as an ongoing analysis, coordination and improvement process.

The authors present a framework for evaluating the effectiveness of a PMS based on three criteria – i.e. causality, continuous improvement and process control – and use a case study to illustrate the application of the methodology and the interpretation of results for PMS design.

The determination of “driver measures” in an integrated PMS involves a complex process that requires a number of considerations not adequately addressed in prior research.

This study involves only a single case study and the model presented involves only a two‐tier analysis.

The framework provides a simple methodology that organizations can easily adopt to analyze individual and group performance measures and relate them to the strategic performance measures of the company.

The study follows an emerging line of research that addresses the design of an integrated PMS as an ongoing improvement process.

The purpose of this paper is to explore whether there is a link between retrospective and prospective sensemaking by analyzing metaphors of past and potential future changes.

The article draws on interview data from employees, team managers and middle managers at an IT department of a Nordic bank.

The study found that organizational members' sensemaking of changes in the past were characterized by trivializing metaphors. In contrast, future-oriented sensemaking of potential changes were characterized by emotionally charged metaphors of uncertainty, war and the End, indicating that the organizational members anticipating a gloomier future.

These findings might be limited to the organizational context of an IT department of a bank with IT professionals having an urge for control and sharing a history of a financial sector changing dramatically the last decade.

This article contributes to the emerging field of future-oriented sensemaking by showing what characterize past and future-oriented sensemaking of changes at a bank. Further, the paper contributes with an empirical study unpacking how organizational members anticipate an undesired future which might not be grounded in retrospective sensemaking.

To investigate the impact of performance measurement in strategic planning process.

A large scale survey was conducted online with Warwick Business School alumni. The questionnaire was based on the Strategic Development Process model by Dyson. The questionnaire was designed to map the current practice of strategic planning and to determine its most influential factors on the effectiveness of the process. All questions were close ended and a seven‐point Likert scale used. The independent variables were grouped into four meaningful factors by factor analysis (Varimax, coefficient of rotation 0.4). The factors produced were used to build regression models (stepwise) for the five assessments of strategic planning process. Regression models were developed for the totality of the responses, comparing SMEs and large organizations and comparing organizations operating in slowly and rapidly changing environments.

The results indicate that performance measurement stands as one of the four main factors characterising the current practice of strategic planning. This research has determined that complexity coming from organizational size and rate of change in the sector creates variation in the impact of performance measurement in strategic planning. Large organizations and organizations operating in rapidly changing environments make greater use of performance measurement.

This research is based on subjective data, therefore the conclusions do not concern the impact of strategic planning process' elements on the organizational performance achievements, but on the success/effectiveness of the strategic planning process itself.

This research raises a series of questions about the use and potential impact of performance measurement, especially in the categories of organizations that are not significantly influenced by its utilisation. It contributes to the field of performance measurement impact.

This research fills in the gap literature concerning the lack of large scale surveys on strategic development processes and performance measurement. It also contributes in the literature of this field by providing empirical evidences on the impact of performance measurement upon the strategic planning process.

This paper aims to describe the process of identifying, applying and assessing the balanced scorecard model on a five‐year, strategic plan in an academic, medical library two years into the five‐year period. The existing strategic plan consisted of eight inter‐connected pathways with multiple goals and objectives, generating a high volume of data, which made it difficult to track the implementation of the plan.

A research query seeking an alternative to the current strategic plan framework was developed and researched. This process identified the balanced scorecard as a possible successful alternative to the eight inter‐connected pathways in place. After the application of the balanced scorecard, a second query, with assessment criteria, was developed to determine if the balanced scorecard did, in fact, provide a better framework than the original plan.

The balanced scorecard restructured the eight pathways into four perspectives to create an aligned, cause‐and‐effect strategy. The original plan had too many themes to manage and lacked a cohesive strategy. Performance measures proved more meaningful and manageable in measuring the success of the strategic plan than the high volume of project management data. It was concluded that the balanced scorecard met the assessment criteria as a better framework for the strategic plan.

Aligning goals and objectives to form strategy simplified the implementation of the strategic plan. Performance measures focus on the performance of the organization, creating a process of continuous improvement.

While the balanced scorecard has been applied in academic libraries, this project successfully applied the model on a strategic plan two years after its implementation.

This study aims to explore the required leadership competencies for successful blockchain technology (BCT) implementation in public sector organizations from a sensemaking perspective.

The study uses a multiple case study design. Primary data are collected by conducting semi-structured interviews with several representatives of Finnish public sector organizations. Written material from the selected organizations complements the primary data. NVivo14 is used to generate codes and analyze data.

The analysis shows that through sensemaking, leaders identify cues for digitally transforming their organizations through blockchain by leveraging their curious and rational vision. After identifying the cues, leaders then interpret these cues through technological understanding and exploring different technological solutions. Once the cues are interpreted for blockchain implementation, the third step is enactment after interpreting the cues. Leaders can facilitate the enactment of blockchain by connecting the outcomes of blockchain with organizational processes and goals. Furthermore, a dark side of BCT is identified, consisting of overly optimistic expectations and creating technological dependencies in the public sector.

The study was conducted in 11 public organizations in Finland, which limits the generalizability of the findings. Leadership competencies that are required for blockchain implementation within organizations can be studied further by considering more use cases. The potential dark side of blockchain implementation can be explored further.

The presented research model of leadership competencies for blockchain implementation is derived from sensemaking research and contributes to the literature on leadership competencies by applying sensemaking to the study of BCT.

The purpose of this paper is to investigate the benefits, obstacles and challenges in implementing the balanced scorecard (BSC) in non‐higher education public schools, more specifically, in a Portuguese school district.

An action research approach was used to develop a BSC, help to implement changes and reflect about the outcomes.

The paper presents the BSC for the school district and discusses five benefits, two obstacles and three challenges that emerged from the study. While some findings are in line with those found in other levels of education, others seem to be context‐specific.

The results refer to a single intervention in Portugal and the methodology used precludes any generalization attempts.

The findings are particularly relevant to the Portuguese context, providing evidence that the BSC can overcome some weaknesses of schools in the area of strategic management, as identified by the literature. They also raise implications for the wider field of the BSC's use in non‐higher education public schools, suggesting reasons why things may go wrong. The results may be of value to practitioners wishing to make the implementation of the BSC more effective.

This paper contributes to the scarce body of literature on the application of the BSC to non‐profit organizations by providing an understanding of its possible benefits, obstacles and challenges in non‐higher education public schools. It shows how the BSC methodology can be adapted to fit the specific requirements of a school district. This is one of the first papers to discuss an application of the BSC to non‐higher education public schools.

The increasing global competition, worldwide economic and political uncertainities, and continuously changing dynamics in business environment require companies act differently and differentiate via smart strategies in order to have sustainable operations, growth, and profitability. Therefore, firms should be more agile, creative, and adaptive in planning and strategizing their mid- to long-term business objectives.

In that regard, for the last decade globally many firms across all industries seek opportunities to utilize benefits of digitalization. Lately, COVID-19 has also accelerated companies' efforts and investments in digital platforms.

Today, supply chain and procurement functions are expected to have a strategic role for organizations contributing to management decisions. The digital transformation in procurement is promising to enhance and lean the total workflow of operations. Data analytics, artificial intelligence, robotics, and other emerging digital technologies are all highly powerful tools supporting strategic supply and supplier management, providing predictability for demand planning as well as value-based negotiation power to buyers.

On the other hand, there are still challenges and conflicts throughout this transformation process. Level of technological maturity, infrastructure and investment decisions, expertise and competency of procurement professionals, cultural adaptation, and compliance of related stakeholders are some of the key barriers that are addressed with a unique model in this chapter.

Digital era offers a lot of advantages to firms to improve their procurement facilities and practices while it may still take time both for the technologies to fully evolve and also for companies to adapt and embrace digitalization on their benefit.

The objective of this paper is to explore the possibility that some degree of misalignment between performance measures and strategy, far from being counterproductive, could indeed have some benefits. The research question underpinning this paper is what the benefits are of misalignment between performance measurement and strategy.

This paper is based on the results of a four‐year empirical study into performance management. The four research sites were central government agencies that should be adept at managing realignment of performance measures, as government strategy is often the subject of frequent change. Data were collected from 30 semi‐structured interviews and from documentation.

It could be contended that alignment deterioration, in both private and public organisations, is a natural phenomenon resulting from either continuous changes in the external environment and/or frequent, or at least occasional, changes in the internal environment. It could further be suggested that in some cases these misalignments might not be accidental but understood and created by the managers. All the senior managers interviewed understood that their measures ought to align with strategy.

The paper has several limitations including the limited number of organisations studied and the number of interviews conducted. The paper raises several questions for further research.

Several questions are posed for managers as to how they might deal with opportunities from the misalignment of performance measures and strategy.

A substantial body of knowledge has developed over the last 20 years on performance measurement and management in both the private and public sectors, though the majority of material is concerned with private sector applications. This review of the performance management literature has identified over 400 papers and texts, just under a quarter of which (92/425) are set in a public sector context.

Adopting the theory of planned behavior, this study attempts to investigate how subjective norms in the supply chain influence a firm's green innovation and how such influences are contingent upon the firm's internal and external factors (i.e. flexibility orientation and environmental dynamism). Two types of subjective norms are examined, i.e. injunctive norms (what supply chain partners say) and descriptive norms (what supply chain partners do).

Using survey data of 178 Chinese small and medium-sized manufacturers, we employ hierarchical linear regression to test the proposed hypotheses.

Our results indicate that both injunctive and descriptive norms are instrumental in stimulating firms to take actions on green innovation. Moreover, the flexibility orientation of a firm can strengthen the effect of descriptive norms. It is also observed that environmental dynamism weakens the efficacy of injunctive norms but strengthens that of descriptive norms on green innovation.

This study is among the first to apply the theory of planned behavior to explain the microfoundations of focal firm's green innovation and distinguish two types of subjective norms in the supply chain. In addition, it extends the theory of planned behavior by revealing internal and external contingent factors (i.e. flexibility orientation and environmental dynamism) of the relationship between subjective norms and firm behaviors.

The strategy map represents a major contribution to the theory and practice of performance management. However, it has failed to realize its full potential due to a lack of theoretical and conceptual development. Therefore, the purpose of this paper is to revisit the theories of strategy maps to better understand how and in what circumstances they benefit performance management.

The study employs realist synthesis, a method of systematic literature review. A theory on how strategy maps work is extracted from performance management literature, which are subsequently evaluated through a critical examination of empirical studies.

A theory of how strategy maps are meant work is presented in relation to the generic performance management stages of problem structuring, development and use, where they can serve as a tool for discovery and by stimulating social interactions. Based on the findings, 12 propositions are offered related to the effective use of strategy maps within a performance management framework.

The introduction of the strategy map to performance management represented a breakthrough in how organizational performance could be understood and communicated. This study goes a step further by considering how they work and in what circumstances. In so doing, the study aims to open the way for new and more effective applications of strategy maps within the changing performance management context.

This study provides practitioners with actionable propositions which can help in effectively using strategy maps.

Distinguishing the aims and mechanisms of the strategy map along performance management systems has the potential to greatly increase their effectiveness in practice as a powerful, but underutilized tool. This paper also demonstrates how realist synthesis, currently an uncommon method in management studies, facilitated the creation of a new perspective of strategy maps to fit specifically within performance management.