Please use this identifier to cite or link to this item: http://hdl.handle.net/10995/101493
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dc.contributor.authorSardi, A.en
dc.contributor.authorSorano, E.en
dc.contributor.authorFerraris, A.en
dc.contributor.authorGarengo, P.en
dc.date.accessioned2021-08-31T14:57:40Z-
dc.date.available2021-08-31T14:57:40Z-
dc.date.issued2020-
dc.identifier.citationEvolutionary paths of performance measurement and management system: the longitudinal case study of a leading SME / A. Sardi, E. Sorano, A. Ferraris, et al. — DOI 10.1108/MBE-01-2020-0016 // Measuring Business Excellence. — 2020. — Vol. 24. — Iss. 4. — P. 495-510.en
dc.identifier.issn13683047-
dc.identifier.otherFinal2
dc.identifier.otherAll Open Access, Hybrid Gold, Green3
dc.identifier.otherhttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85087629149&doi=10.1108%2fMBE-01-2020-0016&partnerID=40&md5=ee835a40aed5f2120b91c45b7c7a58b9
dc.identifier.otherhttps://www.emerald.com/insight/content/doi/10.1108/MBE-01-2020-0016/full/pdf?title=evolutionary-paths-of-performance-measurement-and-management-system-the-longitudinal-case-study-of-a-leading-smem
dc.identifier.urihttp://hdl.handle.net/10995/101493-
dc.description.abstractPurpose: The literature highlights the relevance of performance measurement and management system in small and medium enterprises (SMEs) to face the current competitive environment. However, a number of studies investigate how performance measurement and management system is effective for evolving and how contingency factors could influence this change. Newer experiences are sporadic and rarely investigated by researchers and practitioners. The purpose of this study is to identify the feasible evolutionary path of performance measurement and management system in leading SMEs to respond to current business challenges. Furthermore, it aims to contribute to the understanding of the role of key contingency factors influencing this evolution. Design/methodology/approach: A longitudinal case study, based on retrospective and real-time investigations, is performed to investigate the primary evolutions of the performance measurement and management system and its key determinants. Findings: The findings highlight two evolution paths, increasing the maturity of performance measurement. The first path highlights a strong command and control of performance management; the second path shows a democratic and participative of performance management. Moreover, management information system, organizational culture and management style are highlighted as key contingency factors in the change of performance management. Originality/value: The authors contribute to knowledge in performance measurement field, showing how the efforts for developing performance measurement and management system in a leading SME could determine two different evolutionary paths. Furthermore, the paper describes the increasing role of organizational culture, management style and management information system in performance management evolution, as well as the relevance of online chats and social media in performance management activities. © 2020, Emerald Publishing Limited.en
dc.format.mimetypeapplication/pdfen
dc.language.isoenen
dc.publisherEmerald Group Holdings Ltd.en
dc.rightsinfo:eu-repo/semantics/openAccessen
dc.sourceMeasuring Bus. Excellence2
dc.sourceMeasuring Business Excellenceen
dc.subjectMANUFACTURINGen
dc.subjectPERFORMANCE MANAGEMENTen
dc.subjectPERFORMANCE MEASUREMENTen
dc.subjectPERFORMANCE MEASUREMENT SYSTEMen
dc.subjectSMALL AND MEDIUM ENTERPRISESen
dc.subjectSOCIAL MEDIAen
dc.titleEvolutionary paths of performance measurement and management system: the longitudinal case study of a leading SMEen
dc.typeArticleen
dc.typeinfo:eu-repo/semantics/articleen
dc.typeinfo:eu-repo/semantics/publishedVersionen
dc.identifier.doi10.1108/MBE-01-2020-0016-
dc.identifier.scopus85087629149-
local.contributor.employeeSardi, A., Department of Management, University of Turin, Turin, Italy
local.contributor.employeeSorano, E., Department of Management, University of Turin, Turin, Italy
local.contributor.employeeFerraris, A., Department of Management, University of Turin, Turin, Italy, Ural Federal University, Russian Federation
local.contributor.employeeGarengo, P., Department of Industrial Engineering, University of Padua, Padua, Italy
local.description.firstpage495-
local.description.lastpage510-
local.issue4-
local.volume24-
local.contributor.departmentDepartment of Management, University of Turin, Turin, Italy
local.contributor.departmentDepartment of Management, University of Turin, Turin, Italy
local.contributor.departmentDepartment of Industrial Engineering, University of Padua, Padua, Italy
local.contributor.departmentUral Federal University, Russian Federation
local.identifier.pure20116173-
local.identifier.pureb90b33ae-ce06-48e6-841d-1b788dc961e6uuid
local.identifier.eid2-s2.0-85087629149-
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