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The Performance Prism: The Scorecard for Measuring and Managing Business Success
This book takes a radically different look at performance measurement and sets out explicitly to identify how managers can use measurement data to improve business performance. The key features ofExpand
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Performance measurement system design: developing and testing a process‐based approach
Describes the development and testing of a structured methodology for the design of performance measurement systems. Frameworks, such as the balanced scorecard and the performance prism, have beenExpand
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Towards a definition of a business performance measurement system
Purpose – Scholars in the field of performance measurement tend to use the term business performance measurement (BPM) systems without explaining exactly what they mean by it. This lack of clarityExpand
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A framework of the factors affecting the evolution of performance measurement systems
The effectiveness of performance measurement is an issue of growing importance to industrialists and academics alike. Many organisations are investing considerable amounts of resource implementingExpand
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Measuring performance in a changing business environment
The design and use of performance measurement systems has received considerable attention in recent years. Many organisations have redesigned their measurement systems to ensure that they reflectExpand
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Managing through measures: a study of impact on performance
Purpose – This study investigates the use of performance measures and how performance measurement impacts performance.Design/methodology/approach – This study was conducted through multiple caseExpand
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Performance measurement frameworks: A review
Introduction It has been widely reported that there has been a revolution in performance measurement in the last 20 years. The enormous interest in measurement has manifested itself in practitionerExpand
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The forces that shape organisational performance measurement systems:: An interdisciplinary review
The aim of this paper is to explore those forces that help shape the structure of performance measurement systems used in organisations. In stark contrast to much of the work that is currentlyExpand
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DOES THE BALANCED SCORECARD WORK : AN EMPIRICAL
Commentators suggest that between 30 and 60% of large US firms have adopted the Balanced Scorecard, first described by Bob Kaplan and David Norton in their seminal Harvard Business Review paper ofExpand
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Enterprise resource planning: analysing the impact
Describes a study that set out to evaluate the performance impact of a SAP R3 implementation. The SAP system was implemented by a major multinational business in four of its European plants.Expand
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