Performance measurement and management frameworks: Research trends of the last two decades

– The purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011. , – This paper provides a comprehensive review (excluding management control systems) of the performance measurement and management frameworks/systems/models developed in the last two decades, which helps to highlight the research trends related to performance management frameworks. The methodology for literature review is chronological review where it is divided into two periods – 1991-2000 and 2001-2011. , – This paper portrays the developments that happened in performance measurement and management via looking at performance management frameworks and an analysis that reveals the research trends carried out in the last two decades, indicating paradigm shifts such as from a financial perspective to an integrative perspective (era 1991-2000), from an operational perspective to a strategic perspective, the utilization of systems and simulation techniques (era 2001-2011), etc. These shifts have led to the development of effective, integrated, and dynamic performance measurement systems. , – The frameworks/models related to management control systems and the trends related to performance control systems have not been discussed here and they require further research in future studies. , – There is very limited work available in the literature that discussed specifically the performance management and measurement (PMM) frameworks/models and systems; most of the previous work talks about developments only till 2000. This paper gives a snapshot of the researchers in the field of PMM regarding the developments and transformations in the frameworks for enterprises for the period 1991-2011, thus incorporating recent developments as well.

[1]  Bjørnar Henriksen,et al.  Holistic performance management: an integrated framework , 2006 .

[2]  Marko Järvenpää,et al.  Environmental and performance management forces: Integrating “greenness” into balanced scorecard , 2008 .

[3]  A. Neely,et al.  A literature review and research agenda , 1995 .

[4]  Cristina Masella,et al.  Design of performance measures for time based companies , 1991 .

[5]  Andy Neely,et al.  Extracting value from data - the performance planning value chain , 2004, Bus. Process. Manag. J..

[6]  Umit Bititci,et al.  Quantitative models for performance measurement system , 2000 .

[7]  H. Thomas Johnson,et al.  Relevance Regained: From Top-down Control to Bottom-up Empowerment , 1992 .

[8]  Keith Ward,et al.  Strategic Management Accounting , 1992 .

[9]  Peter Booth,et al.  Strategic Management Accounting , 1999 .

[10]  A. Neely,et al.  The performance prism in practice , 2001 .

[11]  A. G. Hague.  Measure for measures , 1988 .

[12]  Jeremy Hope,et al.  Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap , 2003 .

[13]  Rainer Leisten,et al.  Holistic scorecard: strategic performance measurement and management in the software industry , 2005 .

[14]  S. Schaltegger,et al.  The Sustainability Balanced Scorecard – linking sustainability management to business strategy , 2002 .

[15]  Derek Steeple,et al.  A FRAMEWORK FOR AUDITING AND ENHANCING PERFORMANCE MEASUREMENT SYSTEMS , 2000 .

[16]  J. Barney.  Firm Resources and Sustained Competitive Advantage , 1991 .

[17]  P. Garengo,et al.  Performance Measurement Systems in SMEs: A Review for a Research Agenda , 2005 .

[18]  R. Johnston,et al.  Performance Measurement in Service Businesses , 1992 .

[19]  Didier P. Hostettler,et al.  The Balanced Scorecard: a Necessary Good or an Unnecessary Evil , 1999 .

[20]  R. Dorf,et al.  The Balanced Scorecard: Translating Strategy Into Action , 1997, Proceedings of the IEEE.

[21]  Umit Bititci,et al.  Integrated performance measurement systems: an audit and development guide , 1997 .

[22]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.

[23]  D. Schumacher,et al.  The Business Excellence Model , 1999 .

[24]  Hubert K. Rampersad,et al.  Total performance scorecard: the way to personal integrity and organizational effectiveness , 2005 .

[25]  Kurt B. Schobel,et al.  Balanced Scorecards in education: focusing on financial strategies , 2012 .

[26]  R. Gray,et al.  Corporate social reporting : accounting and accountability , 1987 .

[27]  James S. Noble,et al.  The changing basis of performance measurement , 1996 .

[28]  P. Taticchi.  Business Performance Measurement and Management , 2010 .

[29]  O. Olson,et al.  Unbundling management accounting innovations , 1999 .

[30]  Michel Lebas,et al.  Performance measurement and performance management , 1995 .

[31]  Thomas J. Crowe,et al.  An integrated dynamic performance measurement system for improving manufacturing competitiveness , 1997 .

[32]  Kenneth D. Strang,et al.  Education Balanced Scorecard for Online Courses: Australia and US Best-Practices , 2010, J. Cases Inf. Technol..

[33]  A. Neely.  The performance measurement revolution: why now and what next? , 1999 .

[34]  Mark Graham Brown,et al.  Keeping Score: Using the Right Metrics to Drive World-Class Performance , 1996 .

[35]  Heinz Ahn,et al.  Applying the balanced scorecard concept : an experience report , 2001 .

[36]  Thomas H. Johnson,et al.  Relevance Lost: The Rise and Fall of Management Accounting , 1987 .

[37]  L. Lucianetti.  The impact of the strategy maps on balanced scorecard performance , 2010 .

[38]  Christian Ax,et al.  Bundling and diffusion of management accounting innovations—the case of the balanced scorecard in Sweden , 2005 .

[39]  R. Kaplan,et al.  Measure Costs Right: Make the Right Decisions , 1988 .

[40]  Henk A. Akkermans,et al.  Relevance assumed: a case study of balanced scorecard development using system dynamics , 2005, J. Oper. Res. Soc..

[41]  R. Eccles.  The performance measurement manifesto. , 1991, Harvard business review.

[42]  Gregory H. Watson,et al.  Strategic Benchmarking: How to Rate Your Company's Performance against the World's Best , 1993 .

[43]  Suwit Srimai,et al.  Evolutionary paths of performance measurement: An overview of its recent development , 2011 .

[44]  Bernard Marr,et al.  Business performance measurement – past, present and future , 2003 .

[45]  W. Deming.  Out of the crisis : quality, productivity and competitive position , 1986 .

[46]  A. Neely,et al.  WHY MEASUREMENT INITIATIVES FAIL , 2000 .

[47]  Sengun Yeniyurt,et al.  A literature review and integrative performance measurement framework for multinational companies , 2003 .

[48]  Peter F. Drucker,et al.  The Emerging Theory of Manufacturing , 2013 .

[49]  Andra Gumbus,et al.  A Three Year Journey to Organizational and Financial Health Using the Balanced Scorecard: A Case Study at a Yale New Haven Health System Hospital , 2003 .

[50]  Paolo Taticchi,et al.  Performance measurement and management: a literature review and a research agenda , 2010 .

[51]  Gopal K. Kanji,et al.  Kanji's Business Scorecard , 2001 .

[52]  R. Kaplan,et al.  Using the balanced scorecard as a strategic management system , 1996 .

[53]  A. Shenhar,et al.  Beyond the Balanced Scorecard:: Refining the Search for Organizational Success Measures , 2003 .

[54]  Stefan Tangen,et al.  Performance measurement: from philosophy to practice , 2004 .

[55]  Andy Neely,et al.  Performance measurement system design , 1995 .

[56]  A. Rappaport,et al.  Creating shareholder value : the new standard for business performance , 1986 .

[57]  S.D.P. Flapper,et al.  Towards consistent performance management systems , 1996 .

[58]  Lynn Bible,et al.  The balanced scorecard: here and back: from its beginnings as a performance , 2009 .

[59]  Sven Modell,et al.  Bundling management control innovations: A field study of organisational experimenting with total quality management and the balanced scorecard , 2009 .

[60]  Umit Bititci,et al.  Measuring Your Way to Profit , 1994 .

[61]  John Elkington,et al.  Partnerships from cannibals with forks: The triple bottom line of 21st‐century business , 1998 .

[62]  C. Prahalad,et al.  Competing for the Future , 1994 .

[63]  Alfred J. Nanni,et al.  The New Performance Challenge: Measuring Operations for World-Class Competition , 1990 .

[64]  Federico Barnabè,et al.  A “system dynamics‐based Balanced Scorecard” to support strategic decision making: Insights from a case study , 2011 .

[65]  Hanne Nørreklit.  The Balance on the Balanced Scorecard: A Critical Analysis of Some of Its Assumptions , 2000 .

[66]  Sushil,et al.  Flexible Strategy Game-card Framework for Effective Strategy Execution , 2015 .

[67]  Cory Searcy,et al.  Updating corporate sustainability performance measurement systems , 2011 .

[68]  Umit Bititci,et al.  Dynamics of performance measurement systems , 2000 .

[69]  Kashi R. Balachandran,et al.  Forward performance measurement and management integrated frameworks , 2008 .

[70]  J. B. Quinn,et al.  Beyond products: services-based strategy. , 1990, Harvard business review.

[71]  William J. Abernathy,et al.  Managing our way to economic decline , 2007 .

[72]  Andy Neely,et al.  Performance measurement system design: developing and testing a process‐based approach , 2000 .

[73]  D. Larcker,et al.  Innovations in Performance Measurement: Trends and Research Implications , 1998 .

[74]  Panagiotis Chytas,et al.  A proactive balanced scorecard , 2011, Int. J. Inf. Manag..