This paper addresses issues met when designing, implementing, using and continuously updating performance measurement systems in manufacturing companies. The paper develops, from theory, a framework for analysing the implementation of a performance measurement system and uses this framework to...

Studies of organizational performance have overwhelmingly relied on evidence gathered from private sector firms. Nevertheless, the past several years have witnessed increasing interest in enhancing effectiveness and efficiency in the public sector, in turn generating considerable investment in...

Purpose – This paper provides an update of Neely et al. 's (1995) literature review “Performance measurement system design”. It was commissioned to appear in a special issue of the International Journal of Operations & Production Management to celebrate the journal's 25th anniversary....

Purpose – This paper sets out to develop and illustrate a model of the relationship between strategic alignment, motivation and organizational performance in a balanced scorecard (BSC) context – a comprehensive system of strategically aligned performance measures. Design/methodology/approach...

Purpose – Many papers discuss the use of the balanced scorecard yet few provide empirical evidence within a longitudinal context. Still fewer studies present balanced scorecard evidence from within public services. This study seeks to consider the impact of implementing and using the balanced...

Purpose – The purpose of this paper is to investigate the role of performance measurement systems in organisational effectiveness in the context of the financial services sector within a developing country. Design/methodology/approach – Using the mail survey method data were collected from...

The focus of this paper is on purchasing and supplier involvement in the firm. Using the resource‐base view of the firm, hypotheses are developed concerning purchasing/supplier involvement, strategic purchasing and firm’s financial performance. A model of the hypothesized relationships is...

This paper introduces the special issue on “Operations strategy and performance: a resource‐based perspective”. It assesses recent and current trends in operations strategy and performance management and points out that, although developments in resource‐based theory, together with the...

The resource‐based view (RBV) and the dynamic‐capabilities approach (DCA) have emerged as two important frameworks in strategic management that seek to explain why firms are different. In recent years operations management scholars have sought to integrate both RBV and DCA within the field's...

The selection of an appropriate enterprise resource planning (ERP) solution remains a complicated task. Since the fundamental role of an ERP solution is to support corporate operations, a key consideration is its alignment with the process requirements of the firm. This work is an investigation...