Foundations for collaborative performance measurement

In the past years, companies have been establishing collaboration relationships as a means to become more competitive. This type of relationship presents some special characteristics that need to be managed properly in order to be successful. Performance measurement systems (PMSs) may support the management of such relationships by aiding to define and collect the necessary information. However, further understanding is needed to identify the elements and interactions among collaborative elements and how they can be integrated within a PMS. The aim of this article is twofold. The first purpose is to analyse the contents of works that tackle interorganisational and collaborative relationships as well as PMSs for interorganisational and collaborative environments by defining a typology. The typology comprises two dimensions: degree of relationships among collaboration elements and integration of collaboration within PMS. The second purpose is to perform a comparative study of the works for identifying main strengths and gaps for future research.

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