Corporate performance management

Bourne, Mike; Franco, Mónica Ruíz; Wilkes, John

doi:10.1108/13683040310496462

Cited by 85 publications

(52 citation statements)

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“…Human resource may be particularly important in the logistics service industry because employees usually have direct contact with customers (Sit et al, 2009;Bartel, 2004). Some literature claims that employee satisfaction and staff turnover rate influences customer satisfaction (Voss, Tsikriktsis, Funk, Yarrow and Owen, 2004;Heskett, Jones, Loveman, Sasser and Schlesinger, 1994) and operation efficiency (Bourne et al, 2003), which in turn affects financial performance (Rucci, Kirn and Quinn, 1998) and overall organizational performance (Madu, Kuei and Jacob, 1996).…”

Section: Malcolm Baldrige National Quality Award (Mbnqa)mentioning

confidence: 99%

Major Factors Influencing the Performance of Local Private Third Party Logistics Service Providers in southern China

Poon¹,

Tong²

2011

jmr

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The increase in foreign trade resulting from China's membership of the World Trade Organization (WTO) created substantial pressure on its logistics system and made change inevitable for local private third party logistics service providers (3PLs) in China who found themselves unable to compete with the global logistics players who began operating in China after it joined the WTO. This study provides an empirically-based model to help local private 3PLs formulate appropriate strategies for improving their performance. Although there is a plethora of literature relating to the improvement of organizational performance and the development of quality management models, most of the studies have been conducted in Western countries and used only one or two organizational performance variables. This study sought to redress that by conducting a study of local 3PLs in southern China to empirically investigate the relationship between the four performance variables of the Balanced ISSN 1941-899X 2012 www.macrothink.org/jmr 2 Scorecard and the six quality management factors developed for the Malcolm Baldrige National Quality Award. Although it was found that the six factors have a strong relationship with the four organizational performance variables, not all factors are significant constructs to each performance variable. The findings provide local private 3PLs in China with indicators as to which factors do and which factors do not have a positive and significant effect on each of the four organizational performance variables considered. The study clearly shows that performance improvement should not be considered from the financial perspective alone, but should also include customer orientation, business process, and learning and growth. Journal of Management Research

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Section: Malcolm Baldrige National Quality Award (Mbnqa)mentioning

confidence: 99%

Major Factors Influencing the Performance of Local Private Third Party Logistics Service Providers in southern China

Poon¹,

Tong²

2011

jmr

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“…The dominant performance association which exists throughout the period covered by the table seems to be related to the doing of an action, in particular, in a performance typology that sees the carrying-out of a specific purpose as important; such definitions dominate the quotes by [10,[19][20][21][22][23][24][25][26][27]]-all of which, in varying ways, and emphasising performance by differing methods, imply a functional ethos to performance in an operative role: sometimes as a duty to be discharged, and at other times as a purpose to be executed. Keeping with this range of meanings is the "benchmarking" of performance: that is, where performance is reliant on a pre-set standard to judge outcomes [21,24,[27][28][29][30], although varying levels of discretion may be applied.…”

Section: The Use Of Performance In Measurement Researchmentioning

confidence: 99%

Performance: Its meaning and content for today's business research

Folan

Browne

Jagdev

2007

Computers in Industry

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Performance, as a concept, is a subject open to wide variability as it is a somewhat imprecise word when it functions as a placeholder in research. By using definitions from the Oxford English Dictionary and other research disciplines, this paper provides a wideranging discussion of the meaning and content of the term performance in the business performance research. The paper reviews numerous characteristics of performance, such as its being a subjective entity that is non-random in character; while it is governed by its relevance to a particular environment, and operates from a particular objective, by virtue of a set of chosen characteristics. It contains elements that are both static and dynamic;and it is possible to characterise via three states: unformed or random, formalised or systematic, and deformed or over-bureaucratic. Also, an encapsulating model of performance, whereby performance acts as a frame around performance management, performance assessment and performance measurement is proposed. Studies of performance as a concept in itself are practically non-existent in the business research; the value of this paper, therefore, lies in its attempt to explicate previously undocumented models of performance.

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“…Various authors (Hronec, 1993;Lynch and Cross, 1995;Schiemann, 1996, 1999;Kaplan and Norton, 1996;Rheem 1996;Atkinson et al, 1997;Armstrong and Baron, 1998;Lawson et al, 2003) content that companies who have implemented SPM perform better than companies that do not use SPM. But many of these studies are anecdotal and of a case study nature, and are not grounded in rigorous research Neely and Bourne, 2000;Neely and Austin, 2000;Bourne et al, 2003;Neely et al, 2004). In addition, Robinson (2004) mentions that little is actually known about the specific reasons that organizations have to implement SPM.…”

Section: Introductionmentioning

confidence: 99%

Strategic Performance Management in Practice: Advantages, Disadvantages and Reasons for Use

Kourtit

Waal

2008

SSRN Journal

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Despite the fact that in recent years strategic performance management (SPM) has attracted much research interest, the question remains whether it has brought added value to organizations. This paper tries to identify the advantages, disadvantages and reasons for use of SPM which organizations have experienced in practice. Based on literature research and interviews at seventeen prominent Dutch organizations, four main advantages, two main disadvantages and two main reasons for use were discovered. With the research results, management can convince organizational members that SPM is indeed beneficial for the organization.

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Corporate performance management

Cited by 85 publications

References 0 publications

Major Factors Influencing the Performance of Local Private Third Party Logistics Service Providers in southern China

Major Factors Influencing the Performance of Local Private Third Party Logistics Service Providers in southern China

Performance: Its meaning and content for today's business research

Strategic Performance Management in Practice: Advantages, Disadvantages and Reasons for Use

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