Exploring strategy-misaligned performance measurement

International Journal of Productivity and Performance Management

Volumn 57, Issue 3, 2008, Pages 207-222

  Pongatichat, Panupak ^a   Johnston, Robert ^b  

^a Office of the Civil Service Commission   (Thailand)

^b UNIVERSITY OF WARWICK   (United Kingdom)

Author keywords

Performance measures; Public sector organizations; Strategic alignment; Strategic management

Indexed keywords

EID: 40549136790     PISSN: 17410401     EISSN: None     Source Type: Journal    
DOI: 10.1108/17410400810857220     Document Type: Article

References (53)

1. Amaratunga, D., Baldry, D. and Sarshar, M. (2001), “Process improvement through performance measurement: the balanced scorecard methodology”, Work Study, Vol. 50 No. 5, pp. 179-88.
2. Atkinson, A.A. and McCrindell, J.Q. (1997), “Strategic performance measurement in government”, CMA Magazine, Vol. 71 No. 3, pp. 20-3.
3. Behn, R.D. (2003), “Why measure performance? Different purposes require different measures”, Public Administration Review, Vol. 63 No. 5, pp. 586-606.
4. Bititci, U.S., Carrie, A.S. and McDevitt, L. (1997), “Integrated performance measurement systems: an audit and development guide”, TQM Magazine, Vol. 9 No. 1.
5. Bourne, M., Mills, J., Wilcox, M., Neely, A. and Platts, K. (2000), “Designing, implementing and updating performance measurement systems”, International Journal of Operations & Production Management, Vol. 20 No. 7, pp. 754-71.
6. Cobbold, I., Lawrie, G. and Issa, K. (2004), “Designing a strategic management system using the third-generation balanced scorecard: a case study”, International Journal of Productivity and Performance Management, Vol. 53 No. 7, pp. 624-34.
7. De Toni, A. and Tonchia, S. (2001), “Performance measurement systems: models, characteristics and measures”, International Journal of Operations & Production Management, Vol. 21 Nos 1/2, pp. 46-70.
8. Dixon, R.J., Nanni, A.J. and Vollmann, T.E. (1990), The New Performance Challenge: Measuring Operations for World-Class Competition, Business One Irwin, Homewood, IL.
9. Dyson, R.G. (2000), “Strategy, performance and operational research”, Journal of Operational Research, Vol. 51, pp. 5-11.
10. Eisenhardt, K.M. (1991), “Better stories and better constructs: the case for rigor and comparative logic”, Academy of Management Review, Vol. 16 No. 3, pp. 620-7.
11. Fitzgerald, L., Johnston, R., Brignall, T.J., Silvestro, R. and Voss, C.A. (1991), Performance Measurement in Service Businesses, CIMA, London.
12. Ghobadian, A. and Ashworth, J. (1994), “Performance measurement in local government – concept and practice”, International Journal of Operations & Production Management, Vol. 14 No. 5, pp. 35-51.
13. Goold, M. and Quinn, J.J. (1990a), Strategic Control: Milestones for Long-term Performance, Century Business, London.
14. Goold, M. and Quinn, J.J. (1990b), “The paradox of strategic controls”, Strategic Management Journal, Vol. 11 No. 1, pp. 43-57.
15. Hudson, M., Smart, A. and Bourne, M. (2001), “Theory and practice in SME performance measurement systems”, International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1096-115.
16. Ittner, C.D. and Larcker, D.F. (2003), “Coming up short on nonfinancial performance measurement”, Harvard Business Review, Vol. 81 No. 11, pp. 88-95.
17. Kaplan, R.S. (2001), “Strategic performance measurement and management in nonprofit organizations”, Nonprofit Management and Leadership, Vol. 11 No. 3, pp. 353-70.
18. Kaplan, R.S. and Norton, D.P. (1992), “The balanced scorecard – measures that drive performance”, Harvard Business Review, January-February, pp. 71-9.
19. Kaplan, R.S. and Norton, D.P. (1996a), “Using the balanced scorecard as a strategic management system”, Harvard Business Review, January-February, pp. 75-85.
20. Kaplan, R.S. and Norton, D.P. (1996b), “Linking the balanced scorecard to strategy”, California Management Review, Vol. 39 No. 1, pp. 53-79.
21. Kaplan, R.S. and Norton, D.P. (1996c), “Strategic learning and the balanced scorecard”, Strategy & Leadership, Vol. 24 No. 5, pp. 18-24.
22. Kaplan, R.S. and Norton, D.P. (1996d), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, MA.
23. Kaplan, R. and Norton, D.P. (2000), “Having trouble with your strategy? Then map it”, Harvard Business Review, Vol. 78 No. 5, pp. 167-77.
24. Kaplan, R.S. and Norton, D.P. (2004), Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press, Boston, MA.
25. Kennerley, M. and Neely, A. (2003), “Measuring performance in a changing business environment”, International Journal of Operations & Production Management, Vol. 23 No. 2, pp. 213-29.
26. Leandri, S.J. (2001), “Measures that matter: how to fine-tune your performance measures”, Journal for Quality and Participation, Spring, pp. 39-41.
27. Lebas, M.J. (1995), “Performance measurement and performance management”, International Journal of Production Economics, Vol. 41, pp. 23-35.
28. Lockamy, A. III and Spencer, M.S. (1998), “Performance measurement in a theory of constraints environment”, International Journal of Production Research, Vol. 36 No. 8, pp. 2045-60.
29. Lynch, R.L. and Cross, K.F. (1991), Measure Up! Yardsticks for Continuous Improvement, Blackwell, Oxford.
30. McAdam, R. and Bailie, B. (2002), “Business performance measures and alignment impact on strategy: the role of business improvement models”, International Journal of Operations & Production Management, Vol. 22 No. 9, pp. 972-96.
31. McNair, C.J., Lynch, R.L. and Cross, K.F. (1990), “Do financial and nonfinancial performance measures have to agree?”, Management Accounting, Vol. 72 No. 5, pp. 28-36.
32. Melnyk, S.A., Calantone, R.J., Luft, J., Stewart, D.M., Zsidisin, G.A., Hanson, J. and Burns, L. (2005), “An empirical investigation of the metrics alignment process”, International Journal of Productivity and Performance Management, Vol. 54 Nos 5/6, pp. 312-24.
33. Mendibil, K.T., Little, D. and MacBryde, J. (2002), “Managing processes through teamwork”, Business Process Management Journal, Vol. 8 No. 4, pp. 338-50.
34. Miles, R.E. and Snow, C.C. (1984), “Fit, failure and the hall of fame”, California Management Review, Vol. 27 No. 3, pp. 10-28.
35. Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998), Strategy Safari, Prentice-Hall, Harlow.
36. Neely, A.D. (1998), Measuring Business Performance, The Economist Books, London.
37. Neely, A. (1999), “The performance measurement revolution: why now and what next?”, International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 205-28.
38. Neely, A., Adams, C. and Crowe, P. (2001), “The performance prism in practice”, Measuring Business Excellence, Vol. 5 No. 2, pp. 6-11.
39. Neely, A., Gregory, M. and Platts, K. (1995), “Performance measurement system design: a literature review and research agenda”, International Journal of Operations & Production Management, Vol. 15 No. 4, pp. 80-116.
40. Neely, A.D., Richards, H., Mills, J., Platts, K. and Bourne, M. (1997), “Designing performance measures: a structured approach”, International Journal of Operations & Production Management, Vol. 17 No. 11, pp. 1131-52.
41. O'Mara, C.E., Hyland, P.W. and Chapman, R.L. (1998), “Performance measurement and strategic change”, Managing Service Quality, Vol. 8 No. 3, pp. 178-82.
42. Parker, C. (2000), “Performance measurement”, Work Study, Vol. 49 No. 2, pp. 63-6.
43. Powell, T.C. (1992), “Organizational alignment as competitive advantage”, Strategic Management Journal, Vol. 13 No. 2, pp. 119-34.
44. Simons, R. (2000), Performance Measurement and Control Systems for Implementing Strategy: Texts and Cases, Prentice-Hall, London.
45. Skinner, W. (1969), “Manufacturing – missing link in corporate strategy”, Harvard Business Review, May-June, pp. 136-45.
46. Sussland, W.A. (2003), “Align your management processes for effectiveness”, The TQM Magazine, Vol. 15 No. 2, pp. 108-17.
47. Tapinos, E., Dyson, R.G. and Meadows, M. (2005a), “The impact of performance measurement in setting the ‘direction’ in the University of Warwick”, Production Planning and Control, Vol. 16 No. 2, pp. 189-98.
48. Tapinos, E., Dyson, R.G. and Meadows, M. (2005b), “The impact of performance measurement in strategic planning”, International Journal of Productivity and Performance Management, Vol. 54 Nos 5/6, pp. 370-84.
49. Tapinos, E., Dyson, R.G. and Meadows, M. (2006), “Examining the relationship between organisational direction and performance measurement within the strategic development process”, in Neely, A., Kennerley, M. and Walters, A. (Eds), Performance Measurement and Management: Public and Private, Cranfield School of Management, Cranfield, pp. 761-8.
50. White, G.P. (1996), “A survey and taxonomy of strategy-related performance measures for manufacturing”, International Journal of Operations & Production Management, Vol. 16 No. 3, pp. 42-61.
51. Wholey, J.S. and Hatry, H.P. (1992), “The case for performance monitoring”, Public Administration Review, Vol. 52 No. 6, pp. 604-10.
52. Yin, R. (2003), Case Study Research: Design and Methods, 3rd ed., Sage Publications, Thousand Oaks, CA.
53. Mintzberg, H. (1987), “The strategy concept I: five Ps for strategy”, California Management Review, Vol. 30 No. 1, pp. 11-24.