Performance measurement system design: testing a process approach in manufacturing companies

Bourne, Mike; Mills, John; Neely, Andy; Platts, KW; Wilcox, Mark; Hamblin, David; Bicheno, John

doi:10.1504/ijbpm.1999.004435

Cited by 21 publications

(26 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The differences in the use of WA are examined in three dimensions: the selection of WA metrics, the processing of WA data, and the organizational context of WA use (adapted from Pettigrew, Whipp, & Rosenfield, 1989). A similar approach has been used in the performance measurement literature (Bourne et al, 1999;Bourne, Neely, Platts, & Mills, 2002;Bourne, Kennerley, & Franco-Santos, 2005;Martinez, Pavlov, & Bourne, 2010). However, this study extends Pettigrew et al's (1989) model by demonstrating how it can be applied in marketing performance measurement research.…”

Section: Introductionmentioning

confidence: 55%

The use of Web analytics for digital marketing performance measurement

Järvinen

Karjaluoto

2015

Industrial Marketing Management

258

128

View full text Add to dashboard Cite

This study proposes that the benefits gained from marketing performance measurement are determined by how an organization exploits the metrics system under specific circumstances. For this purpose, the authors review performance measurement literature and apply it to the use of Web analytics, which offers companies a metrics system to measure digital marketing performance. By performing an in-depth investigation of the use of Web analytics in industrial companies, the study shows that an organization's efforts to use marketing metrics systems and the resulting outcomes cannot be understood without considering the reasoning behind the chosen metrics, the processing of metrics data, and the organizational context surrounding the use of the system. Given the continuously growing importance of digital marketing in the industrial sector, this study illustrates how industrial companies characterized by complex selling processes can harness Web analytics to demonstrate how digital marketing activities benefit their businesses.

show abstract

Section: Introductionmentioning

confidence: 55%

The use of Web analytics for digital marketing performance measurement

Järvinen

Karjaluoto

2015

Industrial Marketing Management

258

128

View full text Add to dashboard Cite

show abstract

“…Such an overall perspective would demand, in some cases, redesigning the existing PMS and improving the measures as well as processes and tools used. However, as stated by Bourne et. al (1999), we may expect a positive impact of such actions on overall performance.…”

Section: Conclusion and Discussionmentioning

confidence: 84%

The Comprehensive Perspective On Pms – The Strategy Implementation Measurement And Intra-Organizational Factors

Radomska¹

2019

The European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

show abstract

“…Other researchers adopting their framework have developed their own specific elements (Platts 1994, Bourne et al 1999, 2005 dependent on the circumstances being researched. This is also the approach we adopt here.…”

Section: Context Of Pmr Process Of Pmr Content Of Pmrmentioning

confidence: 99%

“…During this period we have seen the growth in use of key performance measures and the balanced scorecard (Franco-Santos et al 2004, Neely et al 2008. However, despite the plethora of articles, papers and books on the scorecard content (Kaplan and Norton 1996, 2004, its design and implementation (Neely et al 1996, 2002, Olve et al 1999, Bourne et al 1999, 2005, Neely et al 2000, Bourne 2005) much less has been written about the use of scorecards and measures in the management of performance. Performance measurement has two broad roles in managing performance.…”

Section: Introductionmentioning

confidence: 99%

Reviewing performance: an analysis of the structure and functions of performance management reviews

Martinez

Pavlov

Bourne

2010

Production Planning & Control

Self Cite

View full text Add to dashboard Cite

This article proposes an analytical framework for conceptualising performance management reviews (PMRs). Drawing on multiple literatures, the article applies Pettigrew et al.'s (Pettigrew, A., Whipp R., and Rosenfield R., 1989. Competitiveness and the management of strategic change processes. In: A. Francis, and P.K.M. Tharakan, eds. The competitiveness of European industry: country policies and company strategies. London: Routledge) framework to develop our understanding of the context, process and content of PMR. The process elements of PMRs are the levers for managerial intervention as they determine the immediate outcome of PMR. They accomplish this task by acting on the content elements, transforming the subject of PMR into specific outcomes. The scope of the intervention, however, is constrained by factors in the organisation's context. This framework sheds light on various functions of PMRs, most notably strategy implementation.

show abstract

Performance measurement system design: testing a process approach in manufacturing companies

Cited by 21 publications

References 0 publications

The use of Web analytics for digital marketing performance measurement

The use of Web analytics for digital marketing performance measurement

The Comprehensive Perspective On Pms – The Strategy Implementation Measurement And Intra-Organizational Factors

Reviewing performance: an analysis of the structure and functions of performance management reviews

Contact Info

Product

Resources

About