Business performance management (BPM) is an instrument that allows the fulfillment of business objectives and the improvement of competitiveness in small and medium-sized enterprises (SMEs). When BPM is implemented and measured, it can improve the sustainability and competitiveness of the enterprise. Despite its potential benefits, the possibilities of BPM in SMEs are often underestimated due to the lack of resources (mainly personal or financial). The goal of this paper is to introduce a framework for the implementation of BPM in Slovak SMEs based on research on transportation SMEs. To this end, certain steps that support the efficient introduction and use of BPM in these SMEs will be proposed. Our proposal regarding the performance of BPM is based on the findings of previous research studies along with the results of own questionnaire surveys and personal meetings/interviews with owners/managers of transportation SMEs. The results of this research shows that SMEs are generally not familiar with BPM and how the system is used. Essential elements to implement BPM are lacking in SMEs, and although the BPM system might help these firms improve their competitiveness, SMEs remain uniformed about the advantages of BPM. The proposed framework of BPM implementation in this paper can be used to inform SMEs and to assist them in their decisionmaking processes regarding the application of this system.

<p><strong>Purpose:</strong> As management systems, enterprise risk management and enterprise performance management pursue similar objectives and influence each other positively. The paper aims to provide an insight into the relationship between Enterprise Risk Management and Business Performance Management.</p><p><strong>Methodology/Approach:</strong> The paper compares the results of an American study with the results of a Slovakian study. First, the American results are cited and interpreted. Then the Slovak results are presented and discussed. Then the results are compared. In the last part an overall conclusion is drawn, the relationships between the results are shown and practical implications are explained.</p><p><strong>Findings:</strong> The results show similarities, but also differences to Enterprise Risk Management and the relationships between Enterprise Risk Management and Business Performance Management. The paper shows that there are differences in both the management approach and the impact on business performance between American and Slovak companies.</p><p><strong>Research Limitation/implication:</strong> A limitation in both studies is the limited number of participating companies. This is accompanied by a higher probability of error.</p><strong>Originality/Value of paper:</strong> The paper provides new information to the gap related to subjects enterprise risk management and business performance management and their relations.

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Purpose -The purpose of this paper is to propose an integrated model to implement a business performance management system in small and medium sized enterprises (SMEs) in Styria (Austria) and the region of Zilina (Slovakia) taking into account the implementation hurdles encountered in these regions.Design/Methodology/approach -To answer the research question, a multi-stage research design was chosen: After a literature research on implementation hurdles, a qualitative survey among small enterprises in Styria was carried out to get the current status. On the basis of a literature review and the results of the qualitative survey a standardized questionnaire was developed and sent to randomly selected SMEs in Styria (Austria) and Žilina (Slovakia). The results serve to develop an implementation and ongoing improvement model that takes into account the characteristic implementation hurdles.Findings -The empirical results from the qualitative and quantitative surveys show that many hurdles arise in the implementation process of a BPM system in Styria and Zilina. It turns out that especially companies without a BPM-system, which want to introduce one, underestimate certain problem areas. Research limitations -The survey on the collection of implementation hurdles was limited to the regions of Styria in Austria and Zilina in Slovakia. Referring to the sample size required for the descriptive research design, the number of responses could have been higher (probability of error). The implementation model has to be tested in practice.Practical implications -Almost half of the Austrian companies surveyed do not have a PM-system. That means that they will sooner or later have to reckon with the implementation. It turns out that some problem with the implementation is underestimated by these companies. The model takes these problems into account and can sensitize managers for them. A practical problem will be that the implementation requires a lot of knowhow in different management systems and resources.

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