Quantitative models for performance measurement system

Suwignjo, Patdono; Bititci, Umit; Carrie, Allan S.

doi:10.1016/s0925-5273(99)00061-4

Cited by 199 publications

(121 citation statements)

References 16 publications

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“…In other word, a PMS can be seen as a multicriteria tool, based on performance expressions (Suwingjo et al, 2000).…”

Section: Aggregation Of Performance Measurement Expressionsmentioning

confidence: 99%

Optimising the Improvement of a Global Industrial Performance Based on AHP and Sugeno Integral Aggregation: Case Study in Moroccan Automotive Suppliers

Chahid¹,

Alami²,

Soulhi³

et al. 2014

MAS

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The performance measurement systems (PMS) in the industry are defined in terms of various measures to be combined for global performance. The proposed approach treats with a qualitative approach for multicriteria decision with the improvement strategy of an overall industrial performance. The approach is based on a AHP and Sugeno integral aggregation operator, permits to express the global performance, according to the fuzzy set theory of appropriate Key Performance Indicators (KPI), the nonlinearity of this model, makes data ambiguous in the process of multicriteria decision-making.Hence, this manuscript is a contribution to the selection of the strategy of the improvement of the overall performance. The approach applies to the Moroccan Automotive Suppliers to evaluate three strategies alternatives by using a fuzzy Sugeno Integral technique to deal with the complex interrelationships aspects between KPI.

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“…In other word, a PMS can be seen as a multicriteria tool, based on performance expressions (Suwingjo et al, 2000).…”

Section: Aggregation Of Performance Measurement Expressionsmentioning

confidence: 99%

Optimising the Improvement of a Global Industrial Performance Based on AHP and Sugeno Integral Aggregation: Case Study in Moroccan Automotive Suppliers

Chahid¹,

Alami²,

Soulhi³

et al. 2014

MAS

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“…By their very nature, PMS require the use of multi-criteria methods (Santos et al, 2002). The primary quantitative frameworks found in the literature on PMS are intended to reduce dimensionality and hence a product of the MAUT (Multi-Attribute Utility Theory) aggregation model school (Diakoulaki et al, 1992;Lee et al, 1995;Rangone, 1996;Kim et al, 1997;Suwignjo et al, 2000), although a few studies have been based on outranking models (Mareschal et al, 1991;Babic et al, 1998). MAUT models allow defining the overall performance of a company with respect to its various elementary objectives (Berrah et al, 2004).…”

Section: Problem Statementmentioning

confidence: 99%

Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

Montmain

2011

Supply Chain Forum: An International Journal

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This paper begins by discussing the implementation of monitoring and control strategies to improve industrial performance. Industrial performance is presently defined in terms of multiple and multi-level criteria, which need to be synthesized for overall improvement purposes. The Multi-Attribute Utility Theory (MAUT) provides tools relevant to decisionmaking within this specific context. According to our approach, overall company performance is expressed as the aggregate value of each elementary performance relative to each criterion, with the aggregation operator being a Choquet integral. The paper then recalls previous studies regarding the design of efficient improvements within this same MAUT framework, before focusing on an analysis of overall performance gain in terms of elementary performance improvements. The contribution of an aggregate performance gain criterion plays a key role in this study. Two improvement strategies will moreover be examined and compared in light of this concept development. A case study has also been included to illustrate the proposals set forth in the paper.

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“…Nevertheless, upon all the existing evidence of such relationships, there are very rare studies on how both intellectual capital and entrepreneurial orientation impact multilevel performance (i.e., both financial and non-financial performance). Financial and non-financial measurement system considered the most appropriate way of measuring today's performance (Kaplan & Norton, 1992) as against the traditional financial measures, which is solely concerned with historical nature of the firm (Bourguignon, Malleret, & Nørreklit, 2004;Norreklit, 2000), and that can, of course, give misleading indicators for today's competitive environment (Kaplan & Norton, 1992;Suwignjo, Bititci, & Carrie, 2000).…”

Section: Introductionmentioning

confidence: 99%

The Intangible Resources and Small Firms’ Multilevel Performance: A Partial Least Squares Approach

Aminu¹,

Mahmood²,

Muharram³

2015

ASS

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Previous literature testified the impact of both intellectual capital and entrepreneurial orientation on small firm performance, but the studies generally ignore the combined effect of such intangible resources on multilevel performance (i.e., financial and non-financial performance) which is the appropriate measurement system of performance. Hence, this study designed to address this issue by investigating the impact of such intangible resources on the aforesaid performance of 302 registered small and medium firms in Nigerian. To analyze the data, variance based structural equation model was employed using SmartPLS3. Consequently, the analysis established the empirical evidence of the positive significance effects of all dimensions of intellectual capital and entrepreneurial orientation on multilevel performance.

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Quantitative models for performance measurement system

Cited by 199 publications

References 16 publications

Optimising the Improvement of a Global Industrial Performance Based on AHP and Sugeno Integral Aggregation: Case Study in Moroccan Automotive Suppliers

Optimising the Improvement of a Global Industrial Performance Based on AHP and Sugeno Integral Aggregation: Case Study in Moroccan Automotive Suppliers

Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

The Intangible Resources and Small Firms’ Multilevel Performance: A Partial Least Squares Approach

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