Performance measurement system design: a literature review and research agenda (Neely et al., 2005Neely, A., Gregory, M., & Platts, K. (2005). Performance measurement system design: a literature review and research agenda. International Journal of Operations & Production Management, 25(12), 1228-1263.) |
2.632 |
109 |
The article discusses the state of the art of PMS. The concept presented is “performance measurement is the process of quantifying the effectiveness and efficiency of an action” (p. 1229). For authors, performance can be analyzed by quality, time, flexibility and cost. It ends by discussing organizational and environmental performance (internal vs. external). |
The performance measurement revolution: why now and what next? (Neely, 1999Neely, A. (1999). The performance measurement revolution: why now and what next? International Journal of Operations & Production Management, 19(2), 205-228. http://dx.doi.org/10.1108/01443579910247437. http://dx.doi.org/10.1108/01443579910247...
) |
1.061 |
201 |
The author discusses 7 reasons to measure performance: 1) change in the nature of work; 2) increased competition; 3) specific initiatives; 4) national and international awards; 5) change in the organization's roles; 6) change in external demands and 7) the power of information technology. The author highlights the determinants, the benchmarking method, the method of adoption and performance management. |
State-of-the-art in product-service systems (Baines et al., 2007Baines, T. S., Lightfoot, H. W., Evans, S., Neely, A., Greenough, R., Peppard, J., Roy, R., Shehab, E., Braganza, A., Tiwari, A., Alcock, J. R., Angus, J. P., Bastl, M., Cousens, A., Irving, P., Johnson, M., Kingston, J., Lockett, H., Martinez, V., Michele, P., Tranfield, D., Walton, I. M., & Wilson, H. (2007). State-of-the-art in product-service systems. Proceedings of the Institution of Mechanical Engineers. Part B, Journal of Engineering Manufacture, 221(10), 1543-1552. http://dx.doi.org/10.1243/09544054JEM858. http://dx.doi.org/10.1243/09544054JEM858...
) |
968 |
209 |
The article discusses the state of the art of the product-service system. The authors define the product-service concept, classify the literature and the main findings in the theme. |
The performance prism: The scorecard for measuring and managing business success (Neely et al., 2002Neely, A. D., Adams, C., & Kennerley, M. (2002). The Performance Prism: the scorecard for measuring and managing stakeholder relationships. London: Financial Times/Prentice Hall.). |
911 |
NA |
The authors propose a model called Performance Prism. The model integrates 5 perspectives: 1) stakeholder satisfaction (e.g. value), 2) stakeholder contribution (e.g. from company to managers and vice versa); 3) strategies (e.g. definitions of strategies to meet the objectives); 4) processes (e.g. aligning processes and functions between departments) and 5) capability (e.g. employee skills, company policies, organizational practices). The authors propose 4 fundamental processes for the development of a PMS: design, planning and construction, implementation and operation and feedback. |
Designing, implementing and updating performance measurement systems (Bourne et al., 2000Bourne, M., Mills, J., Wilcox, M., Neely, A., & Platts, K. (2000). Designing, implementing and updating performance measurement systems. International Journal of Operations & Production Management, 20(7), 754-771. http://dx.doi.org/10.1108/01443570010330739. http://dx.doi.org/10.1108/01443570010330...
). |
886 |
187 |
The authors suggest a conceptual model analyze the implementation of the performance evaluation system, using 3 longitudinal case studies. The model has four phases (system design, implementation of measures, use of measures to implement the strategy and use of measures to change strategy) |