Abstract
Studies show that companies with developed performance management systems typically tend to have superior success in terms of financial, customer satisfaction and shareholder value. This paper describes that the reason for this performance can basically be seen in either (1) a better commitment of process owners through the application of holistic performance indices, (2) a better internal and/or external perception of the companies’ values through holistic reporting or (3) improved strategic resource deployment based on holistic performance indices. A research design is described, which is intended to point out reasons for the improved performance depending on selected context-variables.
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