Implementing organizational performance measurement systems: measures and success strategies

Heather Keathley-Herring, Eileen Van Aken, Geert Letens
{"title":"Implementing organizational performance measurement systems: measures and success strategies","authors":"Heather Keathley-Herring, Eileen Van Aken, Geert Letens","doi":"10.1108/ijppm-05-2023-0266","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.</p><!--/ Abstract__block -->","PeriodicalId":47944,"journal":{"name":"International Journal of Productivity and Performance Management","volume":"42 1","pages":""},"PeriodicalIF":3.6000,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Productivity and Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/ijppm-05-2023-0266","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0

Abstract

Purpose

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

Design/methodology/approach

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

Findings

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

Originality/value

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
实施组织绩效衡量系统:措施和成功战略
目的 本研究评估了不同组织背景下的绩效衡量(PM)系统实施工作,并调查了哪些因素对实现实施成功(IS)至关重要。设计/方法/方法 开展了一项实地实证研究,以完善由 5 个成功维度和 29 个因素组成的 PM 系统 IS 框架。调查问卷用于调查组织的实际做法,探索性因素分析用于完善与潜在因素和 IS 维度相对应的构造。来自 124 个组织的代表填写了调查问卷,探索性因素分析结果表明,IS 有三个基本维度(即系统的使用、PM 系统的绩效以及改进的结果和过程)和 12 个因素。在这些因子中,有九个可被视为关键成功因子,它们至少与 IS 的一个维度有重要关系:原创性/价值研究结果表明,信息系统有不同的维度,尽管有些因素与所有维度都有关联,但大多数因素只与一个维度有更密切的关系。这表明,应根据实施过程中遇到的挑战类型采用不同的策略。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 去求助
来源期刊
CiteScore
7.90
自引率
9.70%
发文量
87
期刊介绍: ■Organisational design and methods ■Performance management ■Performance measurement tools and techniques ■Process analysis, engineering and re-engineering ■Quality and business excellence management Articles can address these topics theoretically or empirically through either a descriptive or critical approach. The co-Editors support articles that significantly bring new knowledge to the area both for academics and practitioners. The material for publication in IJPPM should be written in a manner which makes it accessible to its entire wide-ranging readership. Submissions of highly technical or mathematically-oriented papers are discouraged.
期刊最新文献
Industry 5.0's pillars and Lean Six Sigma: mapping the current interrelationship and future research directions Exploring the critical drivers of blockchain technology adoption in Indian industries using the best-worst method Process mining-enhanced quality management in food processing industries Enhancing new service development effectiveness: the role of customer participation and the moderating effects of empowerment and satisfaction Emotional intelligence as an antecedent of employees’ job outcomes through knowledge sharing in IT-ITeS firms
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1