Business Performance Measures

2015 ◽  
Author(s):  
Yong-Ki Lee ◽  
Soon-Ho Kim ◽  
Min-Kyo Seo ◽  
S. Kyle Hight
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Business Performance Measures

Revised Attributes

2015 ◽  
pp. 196-214
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Relative Advantage ◽  
Pilot Studies ◽  
Learning Capability ◽  
Financial Measures ◽  
Management Learning ◽  
Communication Capability ◽  
Business Performance Measures ◽  
Open Question

This chapter is conducted with the intention to investigate the relevancy of the attributes to the five constructs of the model. The discussion in this section is basing on the information and the key findings according to the content of these interviews six pilot studies and the open question' respondents collected from 395 questionnaires survey and other government and Industry Association documents. The revised attributes of trust is based on contractual trust, competence trust, goodwill trust and benevolence. Relationship management, learning capability, communication capability and innovation capability are selected as the main attributes of the organizational capacities in relation to inter-organizational collaboration. The five typical attributes in the DOI theory are selected for measuring e-business diffusion, which are: relative advantage, complexity, trialability and observability. Organizational effectiveness, product and service measure, financial measures, market measure and customer satisfaction measure are mainly perceived as business performance measures.

An Empirical Study of the Relationship between Business Performance Measures and Environmental and Competitive Strategy Variables

2007 ◽  
Vol 10-12 ◽  
pp. 73-83 ◽  
Author(s):  
W.B. Wang ◽  
Ye Zhuang Tian ◽  
H.Y. Sun
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Statistical Tests ◽  
Graphical Analysis ◽  
Business Strategies ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Competitive Strategies ◽  
Business Performance Measures ◽  
The Relationship

This paper aims to investigate the relationship among business strategies and business performance in global and local manufacturing companies. The research is based an International Manufacturing Strategy Survey (IMSS2005) of about 700 companies from more than 20 countries. We first proposed a new method to construct a generic measure of business performance from the available performance measures in IMSS. Based on this new measure we developed a simple discriminant analysis to allocate each entry (company in the IMSS) into a particular category of business performance. Of course we performed some statistical tests to confirm the validity of this classification. We then analysed the contribution (importance) of various environmental and competitive variables to each category of the generic business performance in order to identify the most influential variables and notice of their difference among different business performances. This was done intuitively using graphical analysis, but we also carried out statistical tests to confirm that companies at different performance levels do operate at different environments and pay different attentions to competitive strategies. The models we developed are simple but novel and very practical. The results showed significant differences among business performances in terms of influential variables, and we conclude that this method can also be used to analyse other part of the data from the IMSS.

ERP and SCM Integration

2013 ◽  
Vol 9 (2) ◽  
pp. 106-124 ◽  
Author(s):  
Shereen Mekawie ◽  
Ahmed Elragal
Keyword(s):  
Supply Chain ◽  
Performance Measures ◽  
Enterprise Resource Planning ◽  
Business Performance ◽  
Business Processes ◽  
Resource Planning ◽  
Research Approach ◽  
Types Of Information ◽  
Business Performance Measures

Organizations rely on various types of information systems (IS) to manage day-to-day business and make decisions such as enterprise resource planning (ERP) and supply chain management (SCM) systems. Organizations rely on ERP systems to replace their legacy systems, integrate core business processes and to help adding value and increasing visibility. Additionally, SCM systems help organizations to enhance relationships with supply chain members. It is essential for organizations to measure their business performance by taking into consideration intra-organizational and inter-organizational indicators. Therefore, the integration between ERP and SCM systems is a key to enable more business performance; that were otherwise hidden. Accordingly, the motive for this paper is to study the influence of ERP-SCM integration on enabling more business performance measures. For this reason, a business performance measures framework was constructed and then tested on two organizations using multi-case study qualitative research approach. Analysis results indicated that integrating ERP and SCM systems would render more performance measures and hence enable better and wider-scope evaluation. Consequently, managers are more informed and accordingly are able to make high quality decisions.

An empirical investigation of the relationship among agile manufacturing practices and business performance: a pilot study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rahul Kumar ◽  
Kanwarpreet Singh ◽  
Sanjiv Kumar Jain
Keyword(s):  
Pilot Study ◽  
Performance Measures ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Low Cost ◽  
Agile Manufacturing ◽  
Successful Implementation ◽  
Content Type ◽  
Business Performance Measures ◽  
The Relationship

Purpose Agility addresses vibrant solutions for running companies to meet the dares of customers asking for high quality and low- cost goods and services. The purpose of this study is to identify the practices for the successful implementation of agile manufacturing and measure their relationship with business performance measures of the manufacturing industry. Design/methodology/approach The data for the pilot study were collected from 26 respondents through a questionnaire survey. After confirming the normality and reliability of the data, it was analyzed to examine the relationship between agile manufacturing practices and business performance measures. Findings The results show that there are strong relationships between agile manufacturing practices and business performance. Further, these attributes significantly contribute to delivering better business performance. Originality/value The study signifies the need for agile manufacturing in enhancing business performance for the growth and sustainability of the organization.

scholarly journals Business Performance Measures for the Third-Party Logistics Industry in UAE

2019 ◽  
Vol 8 (4) ◽  
pp. 2952-2958
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Core Competencies ◽  
Third Party ◽  
Abu Dhabi ◽  
Easy Access ◽  
Logistics Industry ◽  
The Third ◽  
The Third Party ◽  
Business Performance Measures

Third party logistic market is booming everywhere in the world. Globalization of world economy, focusing on core competencies, logistic cost reduction, and delivery performance made companies focus on outsourcing logistics. Third party logistic market is an emerging trend in the United Arab Emirates. Due to the economic development, easy access to open business market, technological development, robotization of 3PL industry and globalization are the few determinants that the organizations wanted to invest their money in UAE. Third party logistic market is growing fast in Abu Dhabi in the same way as in Dubai, where the 3PL market is highly adopted with IT application and robotization in their 3PL operations. Data have been collected from the 3PL clients and the precise data were collected through questionnaire and field visit. Actually 102 calculated 3PL user companies took an interest in the survey. The collected information was analyzed by Friedman’s test. This study reveals clear understanding about the various business performance measures for the third-party logistic industry in Abu Dhabi, UAE. Results have demonstrated that all the business performance measures in the 3PL user organizations have the “P” value which is under 0.01, with the null hypothesis rejected at 1 percent level of significance.

An empirical exploration of Agile manufacturing for enhanced business performance in Indian manufacturing industry

2020 ◽  
Vol 17 (1) ◽  
pp. 90-111
Author(s):  
Rahul Kumar ◽  
Kanwarpreet Singh ◽  
Sanjiv Kumar Jain
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Discriminant Validity ◽  
Statistical Significance ◽  
Agile Manufacturing ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Implementation Practices ◽  
Business Performance Measures

Purpose The purpose of this paper is to investigate the effects of agile manufacturing practices on business performance of Indian medium and large-scale manufacturing industry. Design/methodology/approach A survey questionnaire was designed to attain the research objectives. Agile manufacturing questionnaire was sent to around 500 randomly selected manufacturing organizations in the northern spectrum of India through e-mails and posts, out of which 154 usable responses have been received. This study investigates the inter-relationships between various agile manufacturing implementation practices and business performance measures using various statistical techniques. This paper deploys Games–Howell hoc test to establish the statistical significance of business performance improvements, progressively accrued over a reasonable period of time, through holistic agile manufacturing implementation. Findings The paper validates the contribution of agile manufacturing toward realization of the significant improvements in various business performance measures such as customer-related achievements, financial achievements, business-related achievements, operational achievements, employee-related achievements, and supplier-related achievements. Further, the discriminant validity test has been used in this paper for classifying highly successful and moderately successful organizations. Research limitations/implications The paper only concentrated on manufacturing organizations in northern India. The results of this paper cannot generalize across all the sectors and spectrum of Indian manufacturing organizations. Originality/value This paper develops an insight into the strong potential of agile manufacturing implementation practices in affecting business performance measures.

scholarly journals Management practices and their relation to success of Polish SMEs: The empirical verification

PLoS ONE ◽  
2021 ◽  
Vol 16 (11) ◽  
pp. e0259892
Author(s):  
Krzysztof Łobos ◽  
Magdalena Wojciech
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Management Practices ◽  
Employee Empowerment ◽  
Skilled Personnel ◽  
Net Revenue ◽  
Modal Values ◽  
Business Performance Measures ◽  
Number Of Customers ◽  
Practical Implications

Purpose The aim of the paper is to identify management practices that are characteristic for SMEs that achieve market success measured by their business performance in last their years of their operation analyze the relationships between management practices applied in small and medium-sized enterprises and their success measured by their business performance drawing on the data from 2710 SMEs operating on the Polish market. Approach/Methodology/Design A cluster analysis was used to distinguish homogenous SME groups in view of their management practices. We examined differences between groups in terms of their business performance. The HINoV algorithm allowed six variables to be selected out of 32 management practices chosen initially for testing, with these variables providing the basis for grouping. Modal values and medians were calculated for 17 business performance measures in the three clusters produced. The subsequent analysis of those findings was focused on capturing significant differences. Findings In the group of 2710 Polish SMEs, it was possible to verify that there existed an association between management practices in the field of modern HRM, computer systems supporting management and the company’s economic performance, as measured by an increase in net revenue and number of customers over the last three years. In clusters where the above mentioned practices were appreciated, modal and median values of the increase reported in net revenue and number of customers were significantly higher. Practical implications The research has shown that at a time marked by a shortage of highly skilled personnel one should pay particular attention to building an integrated and committed team of workers and to employee empowerment. The research has also shown that SME managers monitor only a fraction of basic business performance measures, which may prove to be a major risk to SMEs. Originality/Value Previous studies have been largely conducted in a fragmentary manner, i.e. they were concerned with the relationships between the application of some practices (strategic management, BPR, entrepreneurial orientation, monitoring, etc.) and selected business effectiveness measures. In this paper, the research covered SME management practices from a variety of areas which were then compared with the entrepreneurs’ assessment as to whether the company’s economic condition changed over the last three years. It is also the first attempt in post-socialist economies to identify those SME management practices that are related to better economic results.

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