scholarly journals DEVELOPMENT OF A MODEL OF BUSINESS PERFORMANCE MEASUREMENT SYSTEM FOR ORGANISATIONAL SELF-ASSESSMENT. THE CASE OF POLAND

2017 ◽  
Vol 7 (3) ◽  
pp. 20 ◽  
Author(s):  
Rafał Haffer
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Performance ◽  
Performance Measurement System ◽  
Self Assessment

scholarly journals DISCOVERING PERFORMANCE MEASUREMENT SYSTEM TO EVALUATE THE EFFICIENCY OF E-BUSINESS SOLUTIONS / VEIKSMINGUMO MATAVIMO SISTEMOS PAIEŠKOS E. VERSLO NAŠUMUI ĮVERTINTI

2012 ◽  
Vol 4 (3) ◽  
pp. 216-223 ◽  
Author(s):  
Laura Uturytė-Vrubliauskienė
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Performance ◽  
Information Technologies ◽  
Economic Benefits ◽  
Performance Measurement System ◽  
Exact Nature ◽  
Organization Performance ◽  
Basic Objective ◽  
Performance Measurement Systems

Despite the significant growth of information technologies investments, evidence of their influence on organization performance remains inconclusive. Nowadays it is very important to realize whether expected economic benefits of information technologies investments are being recognized in organizations. Currently organizations can no longer afford basically to lose their money in e-business initiatives without developing and using suitable metrics to measure the effectiveness of such investments and to find out the relationship between e-business and organization performance. The study describes research aimed at determining the exact nature of such e-business performance measurement systems. The basic objective of this study is to discover performance measurement system for evaluating the efficiency of e-business solutions. Santrauka Svarbiausias šiuolaikinės organizacijos tikslas – didinti verslo vertę sėkmingai taikant konkurencingas priemones. Dėl to organizacijos yra priverstos ieškoti alternatyvių būdų, kaip spręsti verslo problemas. Dabartinėje visuomenėje, vykstant sparčiai technologijų kaitai ir globalizacijos procesui, verslas ir informacinės technologijos yra neatsiejami. Organizacijos, norėdamos tinkamai valdyti duomenis, keistis jais su partneriais ieško įvairių informacinių technologijų sprendimų. Organizacijų investicijos į informacines technologijas per pastaruosius du dešimtmečius auga labai stipriai. Tačiau sudėtinga įvertinti, kokią įtaką verslo efektyvumui turi diegiamos ir naudojamos informacinės technologijos. Todėl pasaulinės konkurencinės rinkos sąlygomis veiklos vertinimas tampa svarbia ekonomine problema. Sėkmingą verslą garantuoja informacija apie kiekvieno produkto ar vartotojo pelningumą ir atskirų padalinių veiklos efektyvumą. Mokslinio tyrimo rezultatai rodo, kad trūksta galimybių įvertinti verslo veiksmingumą. Pagrindinis šio straipsnio tikslas – veiksmingumo matavimo sistemos paieškos, leidžiančios įvertinti elektroninio verslo sprendimų našumą. Atskleidžiant poreikį kurti ir diegti tokias sistemas organizacijose, įrodant, kad veiksmingumo sistemos, taikomos šiuo metu, netinka taikyti organizacijoms, jos turi būti adaptuotos ir gebėti įvertinti informacinių technologijų įtaką veiklos našumui.

The Benefits of an E-Business Performance Measurement System

2011 ◽  
pp. 158-169
Author(s):  
David Barnes ◽  
Matthew Hinton
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Best Practice ◽  
Performance Metrics ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Business Operations ◽  
Performance Measurement Systems

This chapter investigates how organizations have been adapting their performance measurement practices in response to their adoption of e-business in their business operations. It aims to identify the features and benefits of an effective e-business performance measurement system. Twelve organizations known to have had some success in developing performance measurement systems suitable for the online environment were studied. The researchers found that these organizations adopted an incremental rather than a radical approach to changing their performance measurement system for e-business, thereby avoiding the costs and disruption associated with the introduction of more complex performance metrics. Secondly, they eschewed the use of best practice recipes (such as the balanced scorecard). The study concludes that although these results may be at odds with the prescriptive generic performance measurement literature, they may be appropriate for the current state of development of e-business.

scholarly journals Towards a definition of a business performance measurement system

2007 ◽  
Vol 27 (8) ◽  
pp. 784-801 ◽  
Author(s):  
Monica Franco‐Santos ◽  
Mike Kennerley ◽  
Pietro Micheli ◽  
Veronica Martinez ◽  
Steve Mason ◽  
...  
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Performance ◽  
Performance Measurement System ◽  
Definition Of

scholarly journals Performance Measurement System: Implementation Process in SMEs

2021 ◽  
Vol 13 (9) ◽  
pp. 4794
Author(s):  
Zuzana Papulová ◽  
Andrea Gažová ◽  
Maroš Šlenker ◽  
Jan Papula
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Performance ◽  
Scientific Community ◽  
Success Factors ◽  
Significant Contribution ◽  
Implementation Process ◽  
Performance Measurement System ◽  
Key Success Factors ◽  
Employment Share

There is still a considerable interest in the topic of business performance, both in scientific community as well as in managerial praxis. Especially, the area of performance measurement system (PMS) and its implementation is forming a considerable scope for improvement. However, the research of PMS implementation in small and medium-sized enterprises (SMEs) have been underestimated. Despite the significant contribution of SMEs to economic growth, employment share or predominance of SMEs over large companies, a very small amount of theoretical and empirical researches has been carried out focusing on implementation of PMS in SMEs. This paper is addressing the readiness and successfulness of SMEs in PMS implementation. The aim of our research was to analyze the process of PMS implementation in SMEs and to identify factors that influence the success and satisfaction with implemented PMS and to identify problematic factors that cause failure, dissatisfaction and create limits to PMS application. Sample of our research consisted of 336 SMEs operating in Slovakia of various ages, sizes, and different approach to performance measurement. Based on results of our research, we created suggestions and a set of the key success factors to each phase of PMS implementation process that respect the specifics and nature of SMEs. Within each phase, we found evidence that several factors significantly raise the potential of successfulness of PMS implementation, and others, in contrary, are contributing to the unsuccessfulness.

Performance measurement and management in small companies of the service sector; evidence from a sample of Italian hotels

2019 ◽  
Vol 24 (2) ◽  
pp. 133-160
Author(s):  
Alessandro Panno
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Performance ◽  
Measurement Model ◽  
Performance Measurement System ◽  
Financial Indicators ◽  
Key Factors ◽  
Content Type ◽  
Effective Performance ◽  
Resources And Capabilities

Purpose This paper aims to examine how modern small-medium enterprises (SMEs) operating in the tourism industry perceive and define corporate performance, and how they measure and monitor businesses’ achievements. Actual performance measurement activities are expected to show how (and if) companies manage the key factors that drive value creation and value erosion processes. Are effective performance measurement activities aligned with main theoretical prescriptions? Design/methodology/approach Theory and previous empirical research on SMEs’ performance is instrumentally used to identify those key factors that are supposed to drive small/medium hotels’ business performance; building on a resource-based view (RBV) framework, which provides the theoretical perspective to link resources, capabilities and actions to firm performance, a model based on the financial, the operational and the organisational dimension of firm’s success is developed through the selection of a set of consistent financial and non-financial indicators. The balanced performance measurement model is then tested via a field research study based on a semi-structured questionnaire sent to 540 selected SMEs active in the tourism sector. Findings The results suggest that small-medium Italian hotels, typically family firms managed by owners, tend to adopt a balanced system of performance measurement that keeps track of the financial and non-financial dimensions of hotel’s performance; customer orientation proves to be an extremely important leading indicator of non-financial corporate performance. Amongst traditional financial indicators, net profits, profitability ratios such as return on investment and return on sales, revenues for available room, occupancy rate and some cost efficiency ratios are found to be relevant, whereas extensive use is made of non-financial metrics such as customer satisfaction, number of complaints, number of new and repeat customers, employee competencies and staff abilities. Furthermore, some interesting results about frequency of measurement and purpose of measurement are also presented. Research limitations/implications Data used in this study do not allow for a comprehensive analysis of the correlation between hotel performance and a specific measurement model implemented. Further future research that is meant to be developed will focus on the issue of addressing the nexus between firm performance and resource and capability used as strategic factors and monitored with an effective performance measurement system. The sample can also be expanded to carry out comparative analysis. Practical implications The results shed some further light on performance measurement activities actually implemented by Italian hotels. The evidence gives a contribution to understanding the relationship between critical resources and capabilities that need to be developed and effectively managed to reach superior business performance. Furthermore, the study highlights the need to design and implement a customised performance measurement model, which accounts for firm-specific resources and capabilities and sector-specific features for the hotel to properly manage those strategical success factors that can deliver sustained competitive advantage to the firm. Originality/value This research paper contributes to performance measurement literature, by suggesting that the development and the implementation of a simplified but structured and complete performance measurement system, designed on the specific needs and features of SMEs, seems to be a sensible way to improve resources and capabilities utilisation and to obtain a holistic understanding of the achievements of these organisations.

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