Strategic Performance Management Research Articles

Reflections on the Construction of Strategic Performance Management System in Chinese Manufacturing Enterprises

In the surge of global economic integration, China's manufacturing industry is poised at the forefront of a transformational upgrade. Beyond the hum of production lines, the vital pulse lies within the robust rhythm of Strategic Performance Management Systems (SPMS). Yet, studies indicate that despite China's manufacturing sector advancing towards "intelligent manufacturing" and innovation, there are numerous areas within strategic performance management systems that urgently demand enhancement. In the coming years, for China's manufacturing industry to secure higher value positioning within the global supply chain and assert dominance in niche markets, it must seize the nerve center of strategic performance management. Confronted with a series of challenges including slowing growth, rising costs, and tightening environmental regulations, manufacturing enterprises urgently need to construct an efficient and precise performance management system. However, in reality, many enterprises still exhibit a weak strategic execution, lacking a systematic performance orientation and employee incentive mechanisms, often resulting in a disconnect between strategic objectives and performance management. The factors affecting the effective implementation of strategic performance management within enterprises are intricate. Internal factors primarily encompass the rigidity of corporate culture, bottlenecks in leadership style and employee engagement, as well as hindrances in information sharing and communication mechanisms. External factors involve the volatility of market environments, unclear policy directions, and intensifying international competition. The formulation of a comprehensive performance management system undoubtedly holds profound significance for optimizing resource allocation, reinforcing core competitiveness, and enhancing strategic responsiveness.

Metaverse: Value creation and performance measurement across physical and digital world

This study provides a first conceptualization of the Metaverse from a strategic management perspective and advances performance measurement approaches for the Metaverse value creation. Specifically, the study aims to provide an in-depth analysis of Metaverse and the related implications on the value creation processes of the companies. In order to achieve this goal, we performed a detailed literature review on digital transformation, Metaverse and performance measure-ment topics. Thus, we have developed a theoretical framework useful to facilitate the implementation of successful strategies in the Metaverse and subsequent mon-itoring and evaluation of achieved results. The paper provides relevant contributions in theory and practice. From a theoreti-cal perspective, the results contribute to the strategic management and perfor-mance management literature streams, extending them to the dimension of the "digital world". From a practical perspective, the results identify new performance measurement and new indicators useful for companies and practitioners to under-stand the link between Metaverse and value creation paths. Future studies should integrate the theoretical analysis with explorative empirical investigations.

Impact of Critical Success Factors on International ISO Accreditation for the Botswana Public Health Laboratories

The purpose of this study is to identify critical success factors and their impact on implementation of quality management system at selected Public Health Laboratories in Botswana. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors for successful implementation of the quality management system were rated by a group of questions using a five point Likert scale method. The 5-point Likert scale includes the items: strongly agree, agree, neutral, disagree, and strongly disagree. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten critical success factors had a mean above of 3.0, with a range of 4.77 to 3.57. All the ten success factors were deemed critical; Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus, Information analysis.

Barriers To Implementation of Quality Management Systems (Qms), of Accredited Public Health Laboratories, In Botswana

The purpose of this study is to identify factors that hinders the implementation of Quality Management Systems(QMS)in selected Public Health Laboratories. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors and their respective elements was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors were rated by a group of questions using a five point Likert scale method. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten success factors were deemed critical but four of the critical factors had elements that were regarded as barriers to QMS implementation. The ten critical success factors identified were;Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus and Information analysis. On the contrary, four critical success factors had elements that scored less than 3.5 mean, so the elements were regarded as barriers to QMS implementation; Effective communication between management and employees, Staff compensation not linked to achieving quality goals, Employees are rewarded for their performance and Employees not taking part in evaluating suppliers.

The Impact of Digital Banking Adoption, Risk Management and Balanced Scorecard on Indonesian Banking Performance – A Conceptual Paper

Research aim: This research explores the impact of three independent variables, namely digital banking adoption, risk management and balanced scorecard implementation, on bank performance as the dependent variable. Design/ Methodology/ Approach: This paper is a conceptual paper. Previous studies have been extensively focused on ascertaining the determinants of bank performance. Despite the large body of literature in this respect, this article focuses on the role of balanced scorecard implementation in the banking industry. The balanced scorecard’s mediating role is deemed crucial, especially in the banking industry, which is more exposed to the digital and technological revolution. Accordingly, the paper proposes a performance model for banks and financial institutions which combines these determinants. Research finding: The current debate prevalent among researchers and practitioners, as denoted in the literature, is centred on the central argument of how banks can maximise their full potential. This research suggests that the banks’ management employs the following three measures: digital banking adoption, risk management and balanced scorecard implementation as the performance model. In the quest to further improve organisational performance, previous literature lauded balanced scores as a useful management tool. Specifically, the balanced scorecard serves as a strategic planning and performance management tool that utilises financial and non-financial assessments in determining an organisation’s administration, management and operational effectiveness. Practitioner/Policy implication: This study enriches the current state of knowledge in the literature by extending the current understanding of bank performance, especially in relation to digital banking adoption, where the issue of technological and digital matters play a profound role in the banking industry globally due to the rapid advancement in technology. With respect to practical implications, the findings in this study are relatable to the practitioners in the banking industry, whereby the performance model in the study is proposed to offer the ways in which the performance of their respective financial institutions can be improved. Research limitation: In this regard, it is hoped that the paper will shed light on understanding this matter further, especially the role of the balanced scorecard. Specifically, the paper suggests that the balanced scorecard implementation acts as the mediating role that fosters the relationship between digital banking implementation and bank performance. In addition, the balanced scorecard implementation also acts as the factor that mediates the relationship between risk management and bank performance.

Impact of strategic HR practices on innovation performance: examining the mediation of differentiation and cost-effectiveness

PurposeInnovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.Design/methodology/approachThe authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.FindingsStrategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.Practical implicationsThis study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.Originality/valueThe paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

Strategic Performance Management Based on Cigarette Production and Operation Big Data

Abstract The traditional strategic performance management of cigarette enterprises is not sufficiently comprehensive and objective. This paper constructs a big data model of cigarette production and sales by collecting production and operation data, using the primary sliding average method of time series analysis to forecast the short-term sales of cigarettes, and combining it with the coefficient of the dynamic sales ratio. The operational big data is applied to strategic performance management under the balanced scorecard, and the performance management index system is constructed with strategic orientation in mind. Based on the production and sales data of Cigarette Factory S, the weights of the indicators are determined and applied to the empirical study. The scores of the indicators of finance, customer, internal operation learning and growth of Cigarette Factory S are 78.14, 82.29, 87.07 and 81.68, respectively. The performance management system of the Cigarette Factory under the strategic orientation is feasible.

A Sustainability-driven Integrated model of strategic management for coastal urban projects

ABSTRACT Amidst today’s climate change-related environmental risks, both new and experienced investors may face uncertainty and lack of direction when preparing for investments, particularly in large-scale urban development projects. Therefore, guidance in construction investment, especially during the planning stage, becomes crucial to enhance the likelihood of success in coastal urban development projects and promote sustainable development. This study offers a valuable tool that integrates quantitative approaches like the “Balanced Scorecard” (BSC), “Analytical Network Process” (ANP), fuzzy theory, and “Decision Making Trial and Evaluation Laboratory” (DEMATEL) to create a strategic performance management framework focused on sustainable development. The model emphasizes the significance of investing in human resources, IT systems, and enterprise culture to foster business growth and development in urban coastal projects. Additionally, the study underscores the importance of internal control over project time, technology, quality, legal compliance, and resources, which serve as the driving forces behind operational processes. Furthermore, effective and flexible management of financial, social, and environmental activities is vital to ensure enterprise success while adhering to environmental, health, and safety requirements.

Balanced scorecard: trends, developments, and future directions

AbstractBalanced scorecard (BSC) is widely studied and practiced. As research on the BSC has matured since its introduction in 1992, it is timely to assess its progress and outline future directions. This study synthesizes extant research and presents avenues to advance the BSC. To accomplish these objectives, we undertake a review employing a bibliometric and systematic methodology on a corpus of 1294 BSC-related studies. The review reveals that the more than 30-year history of BSC research has followed a bell-curve trajectory, with publications appearing in high-quality, multidisciplinary journals and contributions from numerous author groups worldwide. Moreover, the review highlights the evolution of major themes and topics on the BSC, encompassing customer orientation, financial management, integrated reporting, strategic performance management, sustainable development, and systems thinking. Sustainability BSC has also gained prominence due to sustainability firmly establishing itself as a global agenda and grand challenge. Taken collectively, this review serves as a one-stop resource for gaining a state-of-the-art understanding of the trends, developments, and future directions of the BSC.

THE RELATIONSHIP BETWEEN STRATEGIC MANAGEMENT PERFORMANCE AND SAFETY: BIBLIOMETRIC REVIEW ANALYSIS

Organizations all around the world need a set of strategic management performance and safety that is properly prepared in detail. Past research has shown that properly implementing this set of strategies will increase the performance and safety level in the organization. The goal of this research is to observe the intellectual structure, volume and knowledge development from the previous study to add information and knowledge to the existing information regarding the subject of the study. This research is conducted using bibliometric review analysis on the topic of strategic management performance and safety which was published between the year 2012 to 2021. The source of the database is only Scopus and uses the VOS viewer software and Excel to analyse the extracted information needed to complete this article. The analysis of this paper is to identify the volume of the published article, most influential and most preferred authors, topic, and documents such as article, conference paper and review paper. The result suggests that there is a relationship between strategic management performance and safety and recommends that all companies need to prepare a proper and detailed strategy. Future research is required to provide more knowledge on any unidentified factor to add more resources as well as information and knowledge in this field.

Strategic Performance Management Using the Balanced Scorecard in Educational Institutions

Abstract The balanced scorecard (BSC) is a mission-oriented and strategy-focused performance management tool for educational institutions. The study reviews the literature on the implementation of the BSC by different educational institutions as a strategic performance management. After a comprehensive review of the literature, we analyzed the documents based on the publication trends during the years, authors’ affiliations by countries, sources from which the documents have been published, most frequently used keywords in the documents, and the highest cited documents in the Scopus database. A bibliometric mapping analysis was used to construct and visualize the bibliometric networks. We found that 267 documents that were published in the sources are indexed by Scopus. Finally, gaps in the relevant literature are identified, leading to several directions for future research.

A Review of Enterprise Architecture for Strategic Performance Management in the Transportation Sector Digital Transformation

This paper reviews the use of Enterprise Architecture (EA) for strategic performance management in the transport sector's digital transformation, focusing on the Balanced Scorecard (BSC) theory. EA is essential for strategic planning and performance management in the transport industry, which is vital to the economy. The study analyses academic publications, industry reports, and case studies to assess EA's benefits, drawbacks, and novel solutions in transportation. The Balanced Scorecard framework, which measures and manages performance holistically, should be used to align EA projects. EA and the Balanced Scorecard theory may provide a solid foundation for strategic performance management in the transportation sector's digital transition. It aligns goals, objectives, and KPIs with strategic vision and mission. EA also helps identify important capabilities, processes, and IT systems to accomplish desired results. It also improves decision-making by offering an integrated perspective of the organisation's resources, capabilities, and dependencies. In the transportation industry, EA for strategic performance management faces obstacles, including imprecise communication, insufficient governance, and limited planning. Innovative solutions, including improved communication channels, stronger governance systems, and enhanced planning techniques, are recommended to tackle these issues. This review analysis sheds light on the transport sector's digital transition using EA and the Balanced Scorecard theory. It advises researchers, practitioners, and policymakers to use EA to improve performance management and maintain transportation industry growth.

The important role of system dynamics investigation on business model, industry and performance management

PurposeThis research studies the development of the evolving dynamic system model and explores the important elements or factors and what detailed attributes are the main influences model in achieving the success of a business, industry and management. It also identifies the real and major differences between static and dynamic business management models and the detailed factors that influence them. Later, this research investigates the benefits/advantages and limitations/disadvantages of some research studies. The studies conducted in this research put more emphasis on the capabilities of system dynamics (SD) in modeling and the ability to measure, analyse and capture problems in business, industry, manufacturing etc.Design/methodology/approachThe research presented in this work is a qualitative research based on a literature review. Publicly available research publications and reports have been used to create a research foundation, identify the research gaps and develop new analyses from the comparative studies. As the literature review progressed, the scope of the literature search was further narrowed down to the development of SD models. Often, references to certain selected literature have been examined to find other relevant literature. To do so, a supporting tool (that connects related articles) provided by Google Scholar, Scopus, and particular journals has been used.FindingsThe dynamic business and management model is very different from the static business model in complexity, formality, flexibility, capturing, relationships, advantages, innovation model, new goals, updated information, perspective and problem-solving abilities. The initial approach of a static system was applied in the canvas business model, but further developments can be continued with a dynamic system approach.Research limitations/implicationsBased on this study, which shows that businesses are developing more towards digitalisation, wanting the ability to keep up with the era that is moving so fast and the desire to increase profits, an instrument is needed that can help describe the difficulties of the needs and developments of the future world. This instrument, or tool of SD, is also expected to assist in drawing future models and in building a business with complex variables that can be predicted from the beginning.Practical implicationsThis study will contribute to the SD study for many business incubator research studies. Many practical in business incubator management to have a benefit how to achieve the business performance management (BPM) in SD review.Originality/valueThe significant differences between static and dynamics to be used for business research and strategic performance management. This comparative study analyses some SD models from many authors worldwide. Their goals behind their strategic business models and encounter for their respective progress.

Institutional isomorphism and performance management: exploring the linkage and relationship in English social housing

This paper investigates institutional isomorphism within English social housing through the theoretical lens of strategic performance management. By employing a multiple case study analysis, we uncover how external isomorphic pressures are sensed within the organization as a strategic dissonance through its strategic performance management system. Housing Associations (HAs) need to respond to these ‘sensed’ external changes by adapting their internal strategic performance management, which are then measured and reported in a rapidly changing external environment. We argue that by focusing on changes in managing performance, organizational performance can become a lens by which the internalization of isomorphic pressures in social housing can be studied. A conceptual framework for social housing has been developed to study how HAs manage their performance in a rapidly changing context.

ORGANIZATIONAL CULTURE AND BUSINESS PROCESS

Organizational processes and business processes are key components of successful enterprises. Organizational processes encompass the overall activities and workflows within an organization, involving the coordination of resources and people to achieve organizational objectives. Business processes, on the other hand, focus on specific activities that deliver products, services, or outcomes to customers and stakeholders. They cut across different departments and units, creating value and generating revenue. Organizational processes provide the framework for how an organization operates, including strategic planning, decision-making, and performance management. Business processes, on the other hand, are the operational building blocks that drive day-to-day activities, such as product development, marketing, and supply chain management.Efficient and effective organizational and business processes are crucial for achieving organizational goals and satisfying customer needs. Process improvement methodologies, such as Six Sigma and Lean, are commonly employed to optimize these processes.Overall, organizational processes and business processes work together to ensure the smooth operation of an organization, while driving value creation and customer satisfaction. Understanding the distinction between the two is essential for successful business management and process optimization Keywords: organizational culture, process performance, business process management, business process orientation, organizational performance, non-financial performance,

Strategic management of the agroindustrial network of first transformation in La Pampa, Argentina

ABSTRACT The objective of this work is to measure and analyze the management of resources and strategic capacities of the agroindustrial organizations of the first transformation of the province of La Pampa, Argentina. The strategic management of the network, measured in aggregate terms, can be classified as intermediate. The most positive aspects are maintaining the image of the company, the importance of price, and the strategic value that know-how has for businesses. As factors with performance to improve, there are the lack of conventions and agreements with scientific and technical organizations that promote innovation processes and the nonuse of a command board for the strategic and operational management of the business. The flour, dairy, and balanced food complexes were the ones that presented the best strategic management performance. The strategic management of first-transformation agroindustries is directly related to capacities (management training and seniority in the business) and resources (scale).

Upaya Manajemen Kinerja Strategis Perusahaan Melalui Sistem Informasi Pemeliharaan Aset Bergerak Berbasis Web

Research aim : This research aims to design a web-based movable asset maintenance information system as a company's effort to implement strategic performance management.
 Design/Method/Approach : This research method uses the Software Development Life Cycle (SDLC) method with the use of the waterfall model. In addition, the analysis and design of the system in this research uses the Unified Modeling Language (UML), the PIECES method to identify problems, and Blackbox Testing as a test of the suitability of the system's functionality.
 Research Finding : The results of this study indicate that the functional requirements of the web-based movable asset maintenance information system are following the company's functional requirements based on testing through black box testing.
 Theoretical contribution/Originality : This research is expected to increase knowledge in the field of web-based information system design technology.
 Practitionel/Policy implication : The implementation of strategic performance management through a web-based movable asset maintenance information system has an impact on the digital transformation of the company's activity procedures, the performance of the company's activity procedures which is increasing, data management is carried out centrally, the negative impact of security is reduced, and excellent service is increasing.
 Research limitation : The object of the research is in the Pertamina Patra Niaga, Sultan Syarif Kasim II Pekanbaru Aircraft Filling Depot. In addition, this research is limited to the design of a web-based movable asset maintenance information system.

Create a Chinese Organization with Temperature, Dream and Excellent Performance in the Digital Era

Under the background of digital economy, the digital transformation of enterprises is no longer a choice, but the only way to determine its survival and development. Chinese technology enterprises have been exploring the direction of digital transformation, but the industry has not yet given a clear answer. Based on the author's years of research at Cambridge University in the United Kingdom and more than 20 years of management consulting practice in China, China Mobile, Industrial and Commercial Bank of China and state-owned enterprises in Yin Zhou District, Zhejiang Province were selected as case studies, combined with literature research methods, starting with the difficulties and key points of organizational digital transformation of Chinese science and technology enterprises, the author reviewed the current situation of organizational digital transformation, and analyzed the problems and challenges of organizational digital transformation, Explore how to solve the path of organizational digital transformation. At the same time, the author summarizes and puts forward the direction of organizational digital transformation - building a Chinese scientific and technological enterprise with "temperature, dream and excellence" as the new paradigm of digital organization. Finally, the author innovatively proposes the S-HPL model of the organization's strategic performance management and leadership system in a people-centered and digital environment to support the success of the organization's digital transformation. These are helpful to the theoretical guidance and practice of the organizational digital transformation of Chinese science and technology enterprises.

Strategic Performance Measurement and Management: The Distinctive Nature of the Public Sector and Implications on Performance Measures

Purpose : Strategic performance measurement and management (SPMM) as a subject has come over increased research radar over the last four or so decades. The so-called “performance measurement revolution” of the 1980s to 1990s concentrated on the private sector. “Business managerialism” and “accountingisation” kicked-in into the public sector with transplanting of hitherto private sector management techniques under New Public Management (NPM) and other administrative reform programmes by various governments internationally. Specifically, the 1990s saw the implementation of modern multi-dimensional SPMM systems originally in the private sector. Considering the nuanced nature of the public sector, the transfer of SPMM systems from the private to the public sector has not been straightforward due to technical, conceptual and behavioral factors. This paper contrasts the features of the private and public sectors and investigates the implication of the distinctive nature of the public sector on the application of SPMM in the public sector. This will augment our perceptions and comprehension of existing public sector SPMM theory and practice. Design/Methodology/Approach: The study adopted a systematic literature review (SLR), a mode of research which has been widely adopted and strongly justified for adoption in business and management research since the turn of the 21st century. The study conducted a content and thematic analysis on the commonalities and differences between private and public sectors and implication of the differences on public sector strategic performance measurement and management. The study itself covered 233 published and unpublished documents covering the seven decades to 2023 which to our knowledge constitutes the most comprehensive update on the public-private debate trends to date. Findings: The study thoroughly interrogated the literature perspectives or models on the commonalities and differences between the public and private sectors. The study then deep-dived into the underlying characteristics which differentiate the public and private sectors producing one of the most detailed side-by-side analyses of public-private differentiation based on organisational characteristics, dimension, or concept of all time. The systematic review further identified and derived several thematic areas related to public-private differences and went on to establish the implications of the public-private divergences from an SPMM perspective especially as it relates to the derivation and application of public sector performance measures. These findings are critical for both practitioners and academics as they explore the subject of transplanting private sector SPMM practices into the public sector which is another overripe area for research. The findings provide public managers with a comprehensive and critical cog in their management toolbox as they navigate the practical realities and difficulties of implementing SPMM in the public sector’s unique and complex environment. Research Limitations: The main challenge with conducting a comprehensive research of this magnitude relates mainly to the broad range of literature covered, the unwieldy and onerous analysis and lots of judgement calls which could impact bias and replicability. Practical Implications - This paper conducts a comparative analysis of the key features of the private and public sectors found in the literature and evaluates how they drive attendant management practices in the two sectors and specifically how the public sector’s distinctive nature impacts on the measures of performance. Originality/value - Studying the differences and how they impact the choice of public sector KPIs is crucial in attempting to address the myriad of challenges and potential hindrances to future institutionalisation of SPMM in contemporary PSOs. Exploring and understanding the differences and similarities between public and private sectors is a beneficial springboard to cultivate erudition, cross-pollination and facilitation of knowledge transfer between the two sectors of the contemporary global political economy. Keywords: Strategic, performance management, performance measurement, performance measures, key performance indicators, public-private differences DOI: 10.7176/PPAR/13-2-03 Publication date: March 31 st 2023

Construction of performance management system of private universities based on strategic orientation

In the era of knowledge economy and the transformation of education industry, opportunities and challenges coexist for private universities. In the face of complex internal and external environment, the promotion and realization of strategic goals are related to their success or failure, and the implementation of strategic performance management is conducive to the sustainable development of organization and the realization of strategic goals. By summarizing the existing problems in the performance management of private universities, this paper will establish a strategic performance management system that is conducive to realizing strategic goals of private universities, to achieving the goal of teachers' development and connotative sustainable development.