Abstract
In a volatile, uncertain, complex, and ambiguous work environment, organizations must adopt an effective strategic performance measurement (SPM) system that ensures their ability to be as flexible as circumstances require. A case study of two Indian oil companies—Oil and Natural Gas Corporation Ltd. and Oil India Ltd.—uses the situation actor process‐learning action performance framework to investigate the interaction among seven factors—strategic planning, strategic flexibility, strategy implementation, SPM system design, information system flexibility, SPM management issues, and performance feedback and learning—on the companies’ performance. The results lead to the formation of a dynamic model that managers can use to ensure that their organization's strategy is being translated into attainable goals and to drive enterprise‐wide performance improvement.
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