Umit S. Bititci

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Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently(More)
The performance measurement revolution started in the late 1970s with the dissatisfaction of traditional backward looking accounting systems. Since then the literature in this field is emerging. Most of the focus was on designing performance measurement system (PMS), with few studies illustrating the issues in implementing and using PMS. Although Management(More)
This paper starts by asking two questions; In order to create and sustain competitive advantage through collaborative systems WHAT should we be managing? and HOW should we be managing it? It introduces the Competitive Business Structure and reviews some of the global trends in manufacturing and business, which leads to focus on Manage Processes, Value(More)
This paper is based on previous works on performance measurement and on quanti"cation of relationships between factors which a!ect performance. It demonstrates how tools and techniques developed can be used to evaluate the performance of alternative strategic choices through a quantitative approach to modelling of performance measurement systems. The paper(More)
The objective of this paper is to provide a metric that could be used to define success in a collaborative network. The metric shows three kinds of measurements that might influence the success of collaborative networks. This paper contributes to the body of knowledge by developing a methodology for measuring partners’ contribution, involvement and outcome(More)