Author:
Bititci Umit S.,Turner UTrevor,Begemann Carsten
Abstract
Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.
Subject
Management of Technology and Innovation,Strategy and Management,General Decision Sciences
Reference23 articles.
1. Beer, S. (1985), Diagnosing the System for Organisations, Wiley, Chichester.
2. Bititci, U.S. (1998), Active Monitoring of Business Processes, EPSRC/ROPA Final Research Report, Research Grant No. GR/L 73715, Swindon.
3. Bititci, U.S. and Carrie, A.S. (1998), Integrated Performance Measurement Systems: Structures and Relationships, EPSRC Final Research Report, Research Grant No. GR/K 48174, Swindon.
4. Bititci, U.S. and Turner, T.J. (1999), “The viable business structure for measuring agility’’, International Journal of Agile Management Systems, Vol. 1 No. 3, pp. 190‐9.
5. Bititci, U.S., Carrie, A.S., Turner, T.J. and Lutz, S. (1998c), “Integrated performance measurement systems: implementation case studies”, in Bititci, U.S. and Carrie, A.S. (Eds), Strategic Management of the Manufacturing Value Chain, Kluwer Academic, Dordrecht, pp. 177‐86.
Cited by
244 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献