International Journal of Business Performance Management 

About: International Journal of Business Performance Management is an academic journal published by Inderscience Publishers. The journal publishes majorly in the area(s): Performance measurement & Computer science. It has an ISSN identifier of 1368-4892. Over the lifetime, 481 publications have been published receiving 4544 citations. The journal is also known as: IJBPM.

Implementing performance measurement systems: a literature review

Abstract: Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature.

Performance measurement systems in after-sales service: an integrated framework

Abstract: In today's competitive markets, companies are shifting from a Product-centric to a Customer-centric view. The After-Sales (AS) service can become a key differentiator and a major profit source. Thus, after-sales cannot be considered simply a set of operative activities; rather it plays a strategic role, affecting the definition of the product-service mix offered to the customer and the physical and organisational configuration of the overall logistics chain. Therefore, importance should be given to its strategic management and to the definition of a structured business performance measurement system. In this context, this paper a) provides a review of the existing body of knowledge about AS performance measurement systems, b) proposes an integrated framework for AS performance measurement consisting of four levels (business, process, activity, and development and innovation), and c) provides an empirical application of the framework to four case studies in durable consumer goods – automotive, home appliances and consumer electronics.

Data envelopment analysis to the Italian university system: theoretical issues and policy implications

Abstract: In this paper, we consider the problem of determining technical efficiency of the Italian universities, focusing on policy and benchmarking implications. Using Data Envelopment Analysis (DEA), the individual university's efficiency is computed. We run several elaborations matching teaching and research variables representing the education production process. Computational results are given for 58 Italian public universities. We find a core of universities that perform well for various input and output specifications. We choose to focus on a single elaboration, selected on statistical grounds, to derive some policy implications.

Why some performance measurement initiatives fail: lessons from the change management literature

Abstract: Currently, there is great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. In this second of two papers on performance measurement implementation, the change management literature is reviewed to create a better understanding of why so many initiatives fail. The paper concludes that one reason for the lack of success is that the published processes are all partial processes in that they create the desire for change and provide the first steps for change, but give little guidance on implementation. Another conclusion is that the participative nature of the design process limits the situations in which they should be applied.

Three modes of measurement: theory and practice

Abstract: Today's conventional wisdom appears to assert that a balanced approach is the one best way of measuring business performance. The aim of this paper is to challenge this wisdom. It is argued that performance measures can be used in three distinct ways: as a means of control versus critical performance parameters; as a means of checking health; and as a means of challenging the assumptions that underpin the strategy of the business. It is also argued that each of these modes of measurement is appropriate for all organisations; that each requires different performance review processes to be established; and that all organisations should therefore consider operating three distinct performance review processes. One which allows the critical performance parameters to be controlled. A second which enables the health of the business to be checked. And a third which encourages the assumptions underpinning the organisation's strategy to be challenged. The paper draws on both academic literature and organisational practice to support these arguments. The three modes of measurement – control, check and challenge – are defined and their application demonstrated. In closing a framework is presented, which encapsulates the arguments put forth in the paper and summarises the implications for the theory and practice of business performance measurement.