Financial performance measurement: not a total solution

Barker, R.C.

doi:10.1108/00251749510081700

Cited by 19 publications

(7 citation statements)

References 4 publications

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“…Performance measurement occurred in the 1900s with the financial ratios and budget control methods applied by Dupont and General Motors, and the enterprises used these measurements for 80 years (Çetinkaya, 2007). In the 1980s, it was also necessary to take into consideration the nonfinancial criteria in addition to the financial criteria in the performance measurements of enterprises (Barker, 1995). In the 1980s and 1990s, there was an increase in the importance of performance evaluation, and in today's business world, changing market dynamics have revealed the need for market-oriented indicators, such as competitiveness, in addition to financial performance indicators in evaluating business performance (Eroğlu, 2004).…”

Section: Firm Performancementioning

confidence: 99%

Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization

Çakır

Adıgüzel

2020

Sage Open

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The aim of this study is to analyze the relationships between leadership effectiveness, knowledge sharing behavior, business performance, firm strategy, and firm performance. In this study, to reveal the relationships, statistical analyses were applied to the data collected using one-to-one questionnaire techniques while the relationships between the variables were tried to be revealed. In this study, the importance of knowledge sharing behavior and the positive effects of both independent variable and mediator variable on the organization are emphasized. In addition, the positive effect of leadership effectiveness and knowledge sharing behavior on work performance, firm strategy, and firm performance variables was detected. Analysis was made using LISREL, IBM SPSS 23 software program, and SPSS PROCESS V.3 add-in, and confirmatory and explanatory factor analysis and reliability analysis were performed on questions using Likert-type scale. In the analysis of the relationships between variables in the correlation menu of the main menus of SPSS Program, the regression menu was used to test the hypotheses and to reveal the mediation variable effect of the PROCESS V.3 add-in. Confirmatory factor analysis was performed by LISREL program.

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Section: Firm Performancementioning

confidence: 99%

Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization

Çakır

Adıgüzel

2020

Sage Open

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“…While performance indicators basically explain the company's success over time, researchers have extended measures beyond just financial issues, pointing out the fundamental importance of taking into account all forms of indicators that explain an organisational capacity (Barker, 1995), such as management styles (Bititci et al, 2006), potential development of knowledge of personnel (Mardani et al, 2018), management of innovation actions (Walker et al, 2015) and trust in improvements derived from company's personnel (Brown et al, 2015).…”

Section: Entrepreneurial Orientation As a Driver Of Firms' Performancementioning

confidence: 99%

Linking entrepreneurial orientation to SMEs’ performance

Alvarez-Torres

López-Torres

Schiuma³

2019

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Purpose The purpose of this paper is to measure the relationship between entrepreneurial orientation (EO) and performance of small- and medium-sized enterprises (SMEs). The aim is to contribute to the extant literature about the role of EO for SMEs development, and more specifically to identify implications that can inform knowledge-based initiatives of entrepreneurship universities focussing on the development and diffusion of the entrepreneurial culture and capacity. Design/methodology/approach This research paper adopts a quantitative approach to investigate a conceptual framework linking EO to SME’s performance. The central postulated hypothesis is that EO positively affects performance of SMEs. This hypothesis has been tested by using a system of partial least squares of structural equations modelling, adopting the SmartPLS® 3.0 software (Ringle et al., 2015). The empirical context analysed 170 SMEs operating in the Bajio Region (México) in the leather–footwear sector. Findings The results provide evidence that Mexican companies that manifest EO have a positive effect on their firm performance. Similarly, findings emphasise that both risk taking and innovativeness are currently the central axes of EO for the analysed companies. Accordingly, entrepreneurial universities should be engaged in the development of EO of students, academic staff and companies by focussing on knowledge-based actions that can foster the improvement of some specific features of the EO. Practical implications The results provide insights about the relationships between EO and the performance of SMEs indicating that potentials initiatives of entrepreneurship universities aiming to support the development capacity of SMEs as well as of students and academic staff should be focussed on the critical dimensions characterising EO. Originality/value This paper provides insights into the role of EO for SMEs performance. It provides three main contributions. First, derived from literature research, it proposes a working definition of EO. Second, the empirical research findings support an understanding of the relationship between EO and Mexican SMEs performance and propose a multiple and reflective dimension of EO’s model. Moreover, finally, this research provides some implications for entrepreneurship universities aiming to create and diffuse an entrepreneurial culture and capabilities by fostering the development of the EO.

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“…Dans quelle mesure l'organisation est-elle ou non rentable à cet égard ? Telle est la question de l'efficience (Barker, 1995). En général, on mesure l'efficience par le ratio résultats-moyens.…”

Section: -Le Critère De L'efficienceunclassified

L’évaluation organisationnelle au sein de services non marchands : quelques éléments de réflexion

Audigier¹

2008

communicationorganisation

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This article identifies the main difficulties encountered during the organizational evaluations of the organizations within the sector of non commercial services and tries to bring some solutions in order to propose a new approach of reflexion and appreciation of these structures performance. The criteria of implication and appropriation of the process of analysis by the concerned actors themselves seem to come within of the core model of the study. The consideration of the entity's cycle life and the required aim via the analysis also constitute variables to be integrated in the definition of the evaluation process.

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Financial performance measurement: not a total solution

Cited by 19 publications

References 4 publications

Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization

Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization

Linking entrepreneurial orientation to SMEs’ performance

L’évaluation organisationnelle au sein de services non marchands : quelques éléments de réflexion

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