Enabling performance measurement in a small professional service firm

Abstract

Enabling performance measurement in a small professional service firm Groen, B.A.C.; van de Belt, M.; Wilderom, C.P.M. Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Design/methodology/approach We used a process-consultation type of action research design. We developed an enabling PMS in close cooperation with the employees of a small PSF. The effects of this intervention were assessed by means of document analysis, participant observation, and individual/group interviews.Findings The enabling PMS development process helped the firm deal with three challenges common to small PSFs: (1) it increased employees' understanding about how to apply the firm's strategy, (2) it led to greater knowledge exchange among employees, and (3) it enabled them to create new knowledge. Research implications/limitations This study's results suggest the type of intervention usedfor developing an enabling PMS-that has already been shown to be effective in large firms-may also be useful for small PSFs. Similarities and differences with the intervention in large firms are discussed.Practical implications Small PSFs may benefit from the approach described herein: to develop a PMS in a participatory manner. It is especially useful if interested in better alignment of Operations with Strategy and/or to better explicate tacit and create new firmrelevant knowledge.Originality/value This is the first study about developing an enabling PMS in a small PSF.

Exploring Multi-Actor Value Creation in IT Service Processes

“…Our findings in relation to knowledge integration are consistent with earlier literature (Locke and Schweiger, 1979;Groen et al, 2012) in that user participation is more likely to improve user satisfaction and productivity for those decisions where the end-user has prior expertise or knowledge of an intended solution. However, both of the case organizations encountered problems in making users' knowledge and competencies visible in the development processes.…”

The relationship between innovation capability and performance

“…Bititci et al (2006) observe that the successful implementation and use of measurement leads to cultural change. There also results in the literature about beneficial effects of (Groen et al, 2012) and on communication and dialogue at all levels of organization (Tuomela, 2005;Henri, 2006). These may result in enhancement of organizational climate through measurement.…”

Theorising and conceptualising the sustainability control system for effective sustainability management

“…The process characteristics (e.g. experimentation, experience, participation and professionalism) proposed in recent applications of the framework essentially relate to employees (both managers and general employees) using their own knowledge and understanding as personal assets to mobilise effective performance outcomes (see Wouters and Wilderom 2008;Wouters 2009;Wouters and Roijmans 2011;Groen et al 2012a, b). Particularly, Wouters and Roijmans (2011) suggest that control within the system depends on the process characteristics embodied in the system user.…”

“…Wouters and Roijmans (2011) Using prototypes to induce experimentation and knowledge integration in the development of enabling accounting information Development process via process characteristics Employee motivation to complete tasks depends on positive attitudes towards formal systems and experimentation from the outset to integrate knowledge based on representation, learning and transformationGroen et al (2012a) Enabling performance measurement in a small professional service firm Development process and implicitly the process characteristicsFeatures of an enabling PMS increase employee understanding of strategy, as well as knowledge exchange and creationGroen et al (2012b) Why do employees take more initiatives to improve their performance after codeveloping performance measures?…”