Performance management within the Dutch steel processing industry

Abstract

Purpose A comprehensive literature review of performance management within the Dutch steel processing industry is presented. The purpose of this paper is to analyse the motives for companies to become excellent performers in their field of expertise. These internal and external motives (refined by quantitative analysis of bibliographic data) sought to reveal the common factors that impact company performance. Design/methodology/approach Inductive reasoning was adopted using an interpretivist philosophical stance to generate new theoretical insight. A mixed-methods analysis of pertinent extant literature afforded greater synthesis of the research problem domain and generated more valid and reliable findings. The software visualisation of similarities viewer was used to conduct a qualitative bibliographic analysis of extant literature to yield greater clarification on the phenomena under investigation. Findings Four thematic groups of past research endeavours emerged from the analysis and were assigned appropriate nomenclature, namely: industry internal motives; industry external motives; excellent performer and incremental working method. To further expand upon the continuous improvement process (CIP – embodied within performance management), the paper describes the virtuous cycle of improvement, which consists of the consecutive steps of “planning”, “doing”, “checking” and ultimately of “acting” accordingly to the previous steps. It can be concluded that a high-performing company acts according to its mission, plans in line with the vision do as defined in the strategy and checks by reflection. Originality/value This unique study provides invaluable insight into the performance management of Dutch steel processing companies. Although the research context was narrowly defined, the findings presented are equally applicable to clients, contractors and sub-contractors active in other sectors of the construction industry. The research concludes by prescribing factors of mitigation strategies to support chief executive officers to focus on the optimum distribution of their scarce resources.