This paper introduces a reference model for the life cycle of a logical business unit (LBU). It goes on to explain how the model was deduced from empirical data generated during participation by the authors in a series of change management interventions in various organisations situated in the...

Purpose – This is a conceptual paper. Its purpose is to compare the performance measurement of manufacturing and tourism industries from a value chain perspective. Design/methodology/approach – The paper achieves its objective by reviewing the relevant literature from both manufacturing and...

The aim of the paper is to demonstrate how business process‐based approach (PROPHESY) facilitates integration of resource‐based and market‐based approaches to strategy management. The paper begins by presenting resource‐based and market‐based strategy management approaches generally....

This article describes how a Web‐enabled‐performance‐measurement system was designed, implemented and used to improve the business performance of a company processing aluminum foil in central Scotland. The benefits of the system are analyzed in the context of the business‐process‐based...

Purpose – This paper aims to demonstrate the performance benefits of adopting a business process perspective to managing a business and, through grounded research, propose a revised business process architecture which builds upon recent advances in business process thinking....

Intro -- Managing Business Performance -- Contents -- Preface -- Acknowledgements -- About the Author -- PART 1 Introduction -- 1 Prologue -- 1.1 Background to this book -- 1.2 Motivation and principles -- 1.3 Who is this book for? -- 1.4 Structure of the book -- References -- 2 A Short History...

This special issue is based on selected papers presented at the 1st InternationalPerformance Measurement Workshop organised by the PerformanceMeasurement Special Interest Group of the IFIP WG 5.7. The workshop tookplace on 24-25 May 2001

According to freelance author Charles Parker, measuring performance is something that all organizations do. They may do it systematically and thoroughly, or on an ad hoc basis and superficially - but they do it. External agents and organizations also measure performance - shareholders,...