Abstract
Business Performance Management (BPM) and Performance Measurement (PM) suffer from an over-abundance of diverse and multi-disciplinary research (Franco-Santos et al., 2007), when defining them both as separate and especially as inter-related systems, with the consequent possibility that the subject can precipitate into theoretical and applied confusion. The discourse however develops rationally if operational and strategic considerations are factored in. From an operational perspective, measurement is envisioned as a set of metrics to quantify the efficiency and effectiveness of actions (Neely et al., 1995). Strategically, the metrics offer an evaluation exercise into the processes used in the implementation of the firm’s strategy (Gates, S,1999) and the information necessary to challenge the content and validity of the firm’s strategy (Ittner et al., 2003). This preamble is considered fundamental in that it presents the problematic that many measurement systems are operationally oriented, consequently offering limited linkage, and thus impaired comparability, to the firm’s strategy. The essence of strategy linked performance measurement and management thus need not be overemphasized.
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