Applicability of Performance Prism in SMEs: a multiple case study

Severgnini, Elizandra; Galdamez, Edwin V. Cardoza; Camacho, Reinaldo Rodrigues

doi:10.1590/0104-530X3014-19

Acessibilidade / Reportar erro

Brasil

Español English

sumário « anterior atual seguinte »

Sumário

Original Article • Gest. Prod. 26 (4) • 2019 • https://doi.org/10.1590/0104-530X3014-19 copy

Applicability of Performance Prism in SMEs: a multiple case study

Aderência do Performance Prism em MPE’s: um estudo de casos múltiplos

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

In the performance assessment models literature, is rather rare research that discusses the Performance Prism Framework, specifically in using it as management tool and in checking its validity as driver strategy instrument. There are also few studies on the applicability related to the implementation, use and analysis of the Performance Prism Framework in micro and small businesses. In this sense, this article has as main objective to propose (i) a bibliometric study of the Performance Prism Framework; and (ii) to develop a multiple case study of micro and small business. To meet the first goal, we used a bibliometric desk research method in the major databases, such as ISI Web of Knowledge, EBSCO and Proquest, which generated 81 articles. From them, we analyzed specifically few studies. To achieve the second goal, a multiple case study method with five micro and small businesses (e.g., sports segments, drugstore, clothing, department store and an apparel faction) was held. The findings confirmed the five dimensions of the Performance Prism Framework, called: (1) Stakeholders Satisfaction; (2) Contribution of Stakeholders; (3) Strategies; (4) Processes; and (5) Capabilities. In addition, we extend previous literature and proposed another dimension called (6) Performance Dynamic. The results also showed that the Capabilities is strongly seen as training employees, the Performance Dynamics are fundamentally weighted as sales amount, not as profit and the Contribution of Stakeholders is hardly evident.

Keywords:
Small and medium enterprise; Performance measurement system; Performance Prism

Constructs	Questions	Objective
Stakeholder satisfaction	In your opinion who are the most important people or institutions for the operation of your company?	Grasp the managers' understanding of the recognition of who are the main stakeholders that generate value for their business.
Strategies	What strategies should the company put in place to ensure stakeholders' wants and needs?	Identify whether the company's strategies are aligned to meet the needs and expectations pointed out by Stakeholders, as well as the desires in the company's results.
Processes	What processes does the company need to put into practice to enable them to implement the strategy?	Identify if the processes implemented, fulfill the execution of the strategy (e.g. quality, time of integration).
Capabilities	What capabilities does the company need to have to enable the operation of all these processes?	Identify if the combination of people, practices, technology and infrastructure allows creating value in the processes for Stakeholders.
Contribution of Stakeholders	As a company manager, what do you want from these people or institutions?	Know the understanding of the managers about the clarity as the return that one has or is expected of the main Stakeholders involved.

Article title	Citations Google scholar	*Web of Science*	Highlights
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)

Variable	Alpha	Beta	Omega	Sigma	Zeta
Company	Sports	Drugstore	Clothing	Department Store	Apparel Faction
Entrepreneur’s Gender	Male	Female	Female	Male	Male
Firm Size	Micro	Small	Micro	Small	Small
Time of Existence (years)	1	16	1	40	8
Monthly revenue	6 thousand (BRL)	Uninformed	15 thousand (BRL)	100 thousand (BRL)	40 thousand (BRL)

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

Acompanhe os números deste periódico no seu leitor de RSS

[1] Source: Adapted from Neely et al. (2002)Neely, A. D., Adams, C., & Kennerley, M. (2002). The Performance Prism: the scorecard for measuring and managing stakeholder relationships. London: Financial Times/Prentice Hall..