Abstract
PurposeWhen acquiring advanced manufacturing technologies (AMT), the greatest caution should be taken regarding the performance measurement system to be used: the decision regarding new investments should not be conditioned by the excessive use of financial indicators to the detriment of the strategic objectives that motivated the investments. It is intended to analyze the aeronautical sector, for which the purchase of AMT is qualifying criteria, with two intentions: first, to identify the performance measurement systems that are used, and second, to test their correspondence with the objectives that motivated the investments.Design/methodology/approachA survey of the 20 plants in the population was conducted via a postal questionnaire plus a structured interview. The unit of analysis has been maintained through the triangulation of data sources.FindingsThe findings suggest that both financial and non‐financial indicators are used, with the latter gaining predominance over the former on some occasions, even though there is no clear correspondence between strategy and the measurement of performance. In the light of the findings, the question of what inspires a company's performance measurement system is still open, especially in those cases where there is no explicit strategy. With regard to practical implications, what seems to be indispensable is an improvement in the determination of the critical variables that should be used to measure performance.Research limitations/implicationsBeing valuable for academics and practitioners, this contribution relies, rather, on the possibility of a logical extrapolation to circumstances where the findings might apply, and researchers can judge whether the particular findings would be valid.Originality/valueProvides new evidence on the adaptation of the make‐up and combination of the type of performance measures currently used by plants in the aeronautical industry, one of the sectors in which technological innovation is of the utmost importance.
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