Multidimensional Performance Measures Research Articles

Comparing machine learning algorithms by union-free generic depth

We propose a framework for descriptively analyzing sets of partial orders based on the concept of depth functions. Despite intensive studies in linear and metric spaces, there is very little discussion on depth functions for non-standard data types such as partial orders. We introduce an adaptation of the well-known simplicial depth to the set of all partial orders, the union-free generic (ufg) depth. Moreover, we utilize our ufg depth for a comparison of machine learning algorithms based on multidimensional performance measures. Concretely, we provide two examples of classifier comparisons on samples of standard benchmark data sets. Our results demonstrate promisingly the wide variety of different analysis approaches based on ufg methods. Furthermore, the examples outline that our approach differs substantially from existing benchmarking approaches, and thus adds a new perspective to the vivid debate on classifier comparison.1

Multidimensional performance measures and factors and their linkage with performance

PurposeThis study investigates the extent to which performance measures (PMs) are used, the relationship between multidimensional PMs and firm performance and the factors related to firms' PM use.Design/methodology/approachThe authors surveyed a sample of Malaysian manufacturing firms. Participants responded to a questionnaire indicating their use of PMs, firm performance, level of managerial commitment, degree of environmental uncertainty and firm's use of technology.FindingsThe results indicate a high degree of PM use related to financial indicators, internal efficiency and customer-related metrics. The results also demonstrate that firm performance has significant positive relationships with use of PMs related to quality and customers, efficiency, innovativeness and social responsibility, as well as comprehensive PM use. Industry variation, firm size, technology use and environmental uncertainty are also significantly related to PM use.Practical implicationsPerformance measurement systems (PMSs) are an important tool for improving organisational strategy in rapidly changing markets. These findings underscore the significant role of PMSs in manufacturing firms' performance, including emerging economies. The results suggest that individual PMS approaches should align with each firm's evolving needs and the characteristics of the sector and environment in which each firm operates.Originality/valueThis study advances understandings of the contingency approach to PMSs in manufacturing environments.

The mediating effect of organizational factors between multidimensional performance measures and performance management systems

The mediating effect of organizational factors between multidimensional performance measures and performance management systems

The association between controls, performance measures and performance

PurposeThe purpose of this paper is to contribute to the contingency-based literature examining the effectiveness of the intensity of control, which represents the combined use of Simons’s (1995) four levers of control: beliefs, boundary, diagnostic use of controls and interactive use of controls. Specifically, the study examines the association between the intensity of control with multidimensional performance measures (financial, customer, learning and growth, quality and internal business processes) and organisational performance (cost, delivery and flexibility).Design/methodology/approachA survey questionnaire was distributed to either the chief financial officers or financial controller within 645 Australian manufacturing organisations identified in the Onesource online database. Structural Equation Modelling was used to analyse the association between the intensity of control with multidimensional performance measures, and the association between multidimensional performance measures with organisational performance. The mediating effect of multidimensional performance measures on the association between the intensity of control and organisational performance was tested using the bootstrapping with bias-correct confidence intervals method.FindingsThe intensity of control is associated with the extent of use of multidimensional performance measures with the latter found to mediate the association between the intensity of control and performance (cost, delivery and flexibility). Additional analysis suggests that the extent of use of financial and quality measures mediates the association between the intensity of controls and cost performance; the extent of use of internal process and quality measures mediates the association between the intensity of controls and delivery performance; and the extent of use of internal process measures mediates the association between the intensity of controls and flexibility performance.Practical implicationsThe findings imply that management should employ a broader perception towards the use of performance measures both as a means of supporting the implementation of controls and facilitating enhanced organisational performance.Originality/valueThe study addresses the concern raised that the existing management control systems (MCSs) literature remains “piecemeal” due to the lack of recognition of the interdependency between different controls and the inability of researchers to examine MCSs as a holistic package. Specifically, this study provides insights into how the combined use of the four levers of controls and multidimensional performance measures can enhance specific aspects of organisational performance.

How do clinics perform across multiple end of life metrics?

86 Background: National bodies have proposed a number of metrics to measure quality of care at the end of life (EOL). MACRA legislation allows clinics to select the metrics they report to CMS. The self-selection of reported metrics leaves open questions about how representative certain measures, particularly in isolation, may be of overall EOL care in community settings. We examined the consistency of clinical-level performance across three common EOL metrics. Methods: We linked cancer registry records for solid tumor cancer patients diagnosed in Washington State from 2013-2016 with claims from two regional commercial insurers. Representing national recommendations, we compiled 3 EOL quality metrics for each clinic: 1) Chemotherapy in last 14 days of life (DoL); 2) More than 1 ED visit in last 30 DoL; and 3) Admission to ICU in last 30 DoL. Consistency was measured by comparing performance in the top and bottom 3rd across metrics. We compared consistency based on unadjusted rates and risk-standardized rates calculated following CMS methods. Results: The study included 1,535 patients across 12 clinics (median 110 [IQR: 54 – 199] patients/clinic). The clinic rates are below. (See Table.) According to both unadjusted and adjusted rankings, no clinics ranked in the top 3rd across all metrics. Half of clinics (6 of 12) simultaneously ranked in the top 3rd and bottom 3rd of a metric, i.e. high/low performers. The number of high/low performers varied when examining discrete pairs of metrics. The overall pattern was mainly driven by inconsistency between performance in the chemotherapy and ED metrics. Of the other discrete pairs, ICU/Chemo and ICU/ED, clinics were more consistent in performance. Conclusions: We found that clinic performance was not consistently in the highest or lowest tertile across common EOL metrics, suggesting that requiring clinics to report a standard set of metrics may provide a more accurate indication of quality. Furthermore, different population management strategies may be required to improve care targeted by each measure. Future work should focus on the development of multi-dimensional EOL quality performance measures. [Table: see text]

Influence of institutional pressures on performance measurement systems

Purpose Grounded in DiMaggio and Powell’s (1983) institutional isomorphism perspective of institutional theory, the purpose of this study is to examine the influence of institutional pressures on the performance measurement system (PMS) within banks and financial institutions. Design/methodology/approach A survey was used to collect data from 71 banks and financial institutions operating in Australia. Findings Four institutional pressures, the normative pressure “corporate change” and the coercive pressures “economic and financial legislation”, “socio-economic political pressures” and “banking regulations” were found to be associated with the use of multi-dimensional performance measures. In addition, the coercive pressure “economic and financial legislation” and the normative pressure “corporate change” were associated with the use of financial, internal and learning and growth performance measures. Finally, the use of internal and learning and growth measures was positively associated with the coercive force “socioeconomic-political pressures”, and the use of financial measures was associated with the coercive pressure “banking regulations”. Research limitations/implications Given the recent global financial crisis, the study offers a reference within the contemporary performance measurement literature in relation to the influence of institutional pressures on the PMS within banks and financial institutions. Originality/value While prior research has focused on manufacturing organisations, this study deepens our understanding of the institutional environment of banks and financial institutions and how specific coercive, mimetic and normative forces influence the PMS.

A Comparative Analysis of Modern Performance Measurement and Management Models of Companies

Abstract Modern business conditions have led to the development of a large number of different models for strategic performance management, which view performance measurement through the prism of financial and non-financial indicators, from multiple perspectives. Strategic performance management models should enable efficient and effective management, i.e. an adequate response to continuous changes in the business environment. Theory and practice in this area suggest the development and implementation of various integrated frameworks (models) for performance management of companies, in order to achieve business excellence. In addition to the well-known integrated models, such as the Balanced Scorecard (BSC), Performance Pyramid, SAILS model (Strategy Aligned Integrated Linked Scoring System), GRASP model (Goals-Resources-Actions-Structure-People), and others, Kanji’s Business Excellence Model (KBEM) and Kanji Business Scorecard (KBS) have been developed as well. Kanji’s model was created with the objective of eliminating the weaknesses and shortcomings of previous models, particularly the Balanced Scorecard. The application of multidimensional performance measures should increase the informational power of management in making strategic business decisions. The goal set by this paper is to consider some of the basic features of modern performance measurement and management models of companies that are represented in theory and applied in practice, and, on the basis of comparative analysis, to draw conclusions about their advantages and disadvantages.

Determinants of Performance Measurement Practices: Toward a Contingency Framework

The issue of understanding the antecedent conditions that are necessary for the effective implementation of performance measurement system (PMS) is at the heart of the debate in the management accounting control systems (MACS) literature. This study intends to examine empirically the associations between one element of MACS i.e. PMS and some contextual factors, namely organizational culture, industry type, and firm size from contingency lens. The paper is based on the results of a study carried out in Iran through a questionnaire survey of Chief Financial Officers (CFOs) belong to 128 companies in Tehran Stock Exchange (TSE). SMARTPLS V2.0 M3, which using partial least squares (PLS), was utilized to analyze the data collected in this study. The results of the survey reveal that organizational culture and size are the contributing factors in the usage of certain PMS, i.e. the extent use of multidimensional performance measures, within Iranian public listed companies. This study extends the current management accounting literature in general and previous research on PMS in particular through offering an exhaustive conceptualization of PMS. Moreover, this study sheds light on the way in which practitioners and organizations may realize those antecedents that are pivotal to their effective usage of PMS with the ultimate purpose of taking full advantage of their PMS implementation. Such insight offers guidance as to the focus required in understanding necessary organizational traits as a basic phase of the procedure of PMS usage.

The impact of multi-criteria performance measurement on business performance improvement

Purpose: The purpose of this paper is to investigate the relationship between multi-criteria performance measurement (MCPM) practice and business performance improvement using the raw data collected from 33 selected manufacturing companies. In addition, it proposes modified MCPM model as an effective approach to improve business performance of manufacturing companies. Design/methodology/approach: Research paper. Primary and secondary data were collected using questionnaire survey, interview and observation of records. The methodology is to evaluate business performances of sampled manufacturing companies and the extent of utilization of crucial non-financial (lagging) and non-financial (leading) performance measures. The positive correlation between financial business performance and practice of MCPM is clearly shown using Pearson’s correlation coefficient analysis. Findings – This research paper indicates that companies which measure their performance using important financial and non-financial measures achieve better business performance. Even though certain companies are currently using non-financial measures, the researchers have learned that these financial measures were not integrated with each other, financial measures and strategic objectives. Research limitations/implications: The limitation of this paper is that the number of surveyed companies is small to make generalization and they are found in a single country. Further researches which incorporate a large number of companies from various developing nations are suggested to minimize the limitation of this research. Practical Implication: The paper shows that multi-dimensional performance measures with the inclusion of key leading indicator are essential to predict the future environment. But cost-accounting based financial measures are inadequate to do so. These are shown practically using Pearson’s correlation coefficient analysis. Originality/value: The significance of multi-dimensional performance measures for business improvement in developing countries has been an issue among researchers. The originality of the paper is evident in the proposal of MCPM model, considering the problems being faced by some manufacturing firms leading to low performance.

Performance management system effectiveness in Australian local government

PurposeThe purpose of this paper is to examine the association between three organizational factors (the use of multi‐dimensional performance measures, link to rewards, and training) and three organizational culture dimensions (innovation, outcome orientation, and teamwork) with the effectiveness of performance management systems (PMSs).Design/methodology/approachData were collected by survey questionnaire from a random sample of 450 Australian local governments.FindingsThe performance management systems of Australian local councils are only moderately effective in relation to performance related outcomes, and less effective in relation to the achievement of staff related outcomes. The results indicate a significant relationship between the use of multidimensional performance measures, link of performance to rewards, training and two organizational culture factors (team work/respect for people and outcome orientation) with the effectiveness of PMSs. Different factors were found to influence the effectiveness of PMSs for large and small sized councils.Practical implicationsThe findings imply that there is a need for the managers of local government councils to improve the effectiveness of their PMS.Originality/valueThe study provides an initial empirical examination of the effectiveness of performance management systems and the influential factors in the Australian local government context. The study assists local government managers in effectively managing their employees and operations.

Institutional Influences on Multi-Dimensional Performance Measures of Banks

Institutional Influences on Multi-Dimensional Performance Measures of Banks

Factors influencing the effectiveness of performance measurement systems

PurposeThe purpose of this paper is to examine the association between the use of multidimensional performance measures and four organizational factors with the effectiveness of performance measurement systems (PMSs).Design/methodology/approachData were collected by mail survey questionnaire from a random sample of 455 senior financial officers in Australian manufacturing organizations.FindingsThe results reveal that the use of multidimensional performance measures is associated with two dimensions of the effectiveness of PMSs (performance and staff related outcomes). The results also reveal that organizational factors were associated with the effectiveness of PMSs. Specifically, top management support was found to be associated with the effectiveness of PMSs in respect to the performance related outcomes, and training was associated with the staff related outcomes.Practical implicationsThe findings provide managers with an insight into the desirable PMS characteristics and the specific organizational factors that they can focus on in order to enhance the effectiveness of their performance measurement system.Originality/valueThis study contributes to the limited empirical research examining the effectiveness of PMSs regarding the extent to which organizational processes are achieved. In addition, the study provides an empirical analysis of the association between the five perspective (financial, customer, internal business process, learning and growth, and sustainability) BSC model and four organizational factors with the effectiveness of PMSs.

Multidimensional Performance Characteristics in Talented Male Youth Volleyball Players

The purpose of this study was to determine whether anthropometric, physical, psychological, and skill test results could be used to discriminate between male junior volleyball players of varying ability. A total of 66 elite and nonelite male Estonian volleyball players aged 16–17 years were measured for anthropometric and physical variables and sport-specific skills. In addition, the players’ provided self-reports of dispositional achievement goals, perceived sport competence and enjoyment and their game intelligence was measured. Selected youth players scored better than nonselected youth players on physical (explosive strength), technical (passing and spiking), and cognitive (game intelligence) characteristics and reported higher mastery-approach goals, perceived sport competence and enjoyment of sport. The most discriminating variables were game intelligence, mastery approach goals, perceived sport competence and passing technique. These results suggest the important role of multidimensional performance measures in selecting and developing young male volleyball players. Structured talent identification and development programs have been developed for several sports, in particular athletics, rowing, gymnastics, field hockey and soccer, where success has been related to anthropometric, physiological and motor skill attributes (3,25,34,46). According to Williams and Reilly (50), research should adopt a multidisciplinary approach to talent identification. Recently, Vaeyens et al. (46) suggested that when researchers will concentrate on a combination of anthropometric, physical, and physiological measures, their predictive value has proven problematic in the majority of team sports. For example, Gabbett and coworkers demonstrated that subjective coach evaluation of passing and serving technique, but not physiological and anthropometric data, discriminate between successful and unsuccessful talent-identified junior volleyball players (20). In addition, an increasing number of researchers have argued that potentially important psychological variables are often overlooked within talent identification models (1,34,46). Research suggests that successful elite athletes posses a range of psychological characteristics including the ability to cope with anxiety and obstacles, selfconfidence, competitiveness, intrinsic motivation, and the ability to set and achieve

Revisiting the arcs of integration: Cross-validations and extensions

This paper revisits Frohlich and Westbrook's arcs of integration concept [Arcs of integration: an international study of supply chain strategies. Journal of Operations Management 2001, 19 (2) pp. 185–200]. Using survey responses from 403 supply chain professionals, we compare the arcs of integration group memberships generated with our sample to the original study, rationalize the classification scheme, and assess the impact of supply chain integration strategies on quality, delivery, flexibility and cost performance. In doing so we cross-validate Frohlich and Westbrook's framework with a more recent and broader sample of data utilizing multi-dimensional performance measures collected from supply chain managers. We ground these relationships in the relational and resource-based views of the firm. We also extend Frohlich and Westbrook's study by investigating the moderating role of internal integration on the relationships between arcs of integration and performance. In accordance with information processing theory, the results indicate that internal integration strengthens the positive impacts of external integration on both delivery and flexibility performance. However, the theory is not supported for either quality or cost performance. Overall, our study confirms and extends the work of Frohlich and Westbrook, augments theories used to describe supply chain integration efforts, and provides practical implications for managers.

The influence of strategy map communications and individual differences on multidimensional performance evaluations

Multidimensional performance evaluation systems such as the Balanced Scorecard (BSC) were developed to overcome the documented tendency of managers to focus almost exclusively on short-term financial performance measures while disregarding or de-emphasising other short-term and/or long-term non-financial performance measures. Evidence suggests, however, that implementation of many of these systems has not achieved desired outcomes. Cogent communication of a corporation's goals and management's strategy to achieve those goals can be expected to influence employee ‘buy-in’ and the subsequent use or resistance to multidimensional performance measures. In this study we examine the role of strategy maps in communicating goals and strategy. We also examine individual differences (tolerance of ambiguity and functional background) that we believe also influence individuals to be more (or less) receptive to the guidance of strategy maps. An experiment was conducted with 165 experienced professionals enrolled in MBA programmes in Spain and the US. Our experimental results indicate that a strategy map reflecting integrated dependencies can de-bias evaluations of certain groups of individuals, who have high tolerance for ambiguity and have a financial work background. Implications and suggestions for future research are also provided.