Purpose -As sport gradually becomes a full-scale business, a debate about the applicability and appropriateness of measures of performance has emerged. The purpose of this research is to analyse how the special features of sport businesses influence the performance management system of a sports merchandiser. Design/methodology/approach -The research work examines a case study of a sports retailer that manages the merchandising and image rights of a major European football club. It was conducted using Otley's performance management framework. Findings -It was found that organization objectives were clearly known by all managers at all levels, despite not articulated in explicit statements, but conveyed in less formal ways. The main finding is to explain how a performance management system can be structured to effectively respond to the sports setting in which the company operates: constant meetings, shared values, information exchange and fast response to events substituted planning and forecasting.Research limitations/implications -The nature of the case study research method limits the generalizability of findings. Research in performance measures must have a holistic approach. Practical implications -Managers can use this comprehensive framework to analyse the consistency of their performance measurement systems and to identify opportunities for improvement. Also, understanding how this organization was successful in communicating objectives and values can be of help. Originality/value -The paper analyses a performance management system within the special features of sport-related businesses.

Purpose The purpose of this paper is to develop a methodology for evaluating the quality of an organization’s performance management system. Design/methodology/approach The paper presents a theoretical development based in extant literature, using a field study to illustrate the application of the methodology in assessing the quality of the performance management system of the case company. Findings The study presents performance management systems as a network of interconnected elements instead of elements that follow a lineal sequence. The more consistently aligned the elements of this network, the more likely it is to be able to influence behaviours and decisions in desirable ways. Research limitations/implications The development requires its use by practitioners and researchers assessing the performance management systems of organizations to assess further implications. It stresses the need to differentiate the purpose of performance management systems from the objectives of the organization. Practical implications The tentative application of the methodology suggests that it provides a helpful tool for practitioners and researchers to assess the functionality of systems in place and to identify opportunities for improvement. Originality/value The methodology overcomes the two limitations of previous studies. First, it uses a holistic approach and does not focus on specific tools; second, it assesses the quality of the system, not from future company results that might be influenced by other variables, but from the consistency and alignment of the elements of the system.

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It is this conceptual paper’s intention to show the use of a management control approach to managing strategic risks. This theoretical work presents and conceptualizes strategic risk, categorizes strategic risks (examples taken from financial industry are used) and presents a management control framework to manage with these risks strategically. The paper illustrates the need to identify strategic risks proactively and to integrate risk management tools into overall company strategic management. It suggests that risk management is critical for an organization’s survival; it needs to have a company-wide strategic approach and backed by the top management of the organization. The paper also suggests that shareholders are ultimately responsible for the way the risks their companies face are managed. The recent financial crisis has generated a considerable amount of discussion around what regulators can do or could have done, while forgetting proper controls system by owners (shareholders) to influence and control the behavior of the managers of their own companies.