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Evolutionary paths of performance measurement

Author

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  • Suwit Srimai
  • Jack Radford
  • Chris Wright

Abstract

Purpose - This paper aims to understand the evolutionary paths of performance measurement (PM) from the 1980s to the present. Design/methodology/approach - The paper is a narrative review. The sources of literature reviewed are from diverse academic disciplines (e.g. operations management, strategic management, management accounting and organisational behaviour). Three main types of literature were selected, namely scientific literature, professional journals, and books. The authors' approach is illustrative and selective. It is based on the belief that societal and organisational contexts provide the clues for the appropriateness in design and use of a managerial innovation. It describes the transition in performance measurement, incorporating a number of PM innovations as illustrative exemplars. Findings - Management needs, arriving from the evolving business ecology and focused on creating and sustaining competitive advantage, drive the destiny of PM systems during their evolutionary progression. Performance measurement has evolved from various perspectives. The evolution took place in four major paths, from operations to strategic, measurement to management, static to dynamic and economic‐profit to stakeholder focus. Practical implications - The evolutions embody trends in development and use of PM systems over the long periods that point the way for future PM to develop and evolve. Originality/value - The contemporary evolution of PM exhibited in the connection with its evolving contexts that is not explicitly acknowledged in the literature gives theraison d'êtreto this review.

Suggested Citation

  • Suwit Srimai & Jack Radford & Chris Wright, 2011. "Evolutionary paths of performance measurement," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 60(7), pages 662-687, September.
  • Handle: RePEc:eme:ijppmp:v:60:y:2011:i:7:p:662-687
    DOI: 10.1108/17410401111167771
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    Citations

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    Cited by:

    1. Abdul Morlai Kanu & Ibrahim Sesay, 2016. "The Practice of Performance Measurement in Small and Medium Enterprises: Empirical Evidence from a Developed Economy Perspective," Quarterly Journal of Business Studies, Research Academy of Social Sciences, vol. 2(3), pages 160-173.
    2. Kanittha Pattanasing & Somnuk Aujirapongpan & Supit Ritkaew & Anuman Chanthawong & Sirichai Deelers, 2021. "The impact of dynamic capabilities and dynamic performance measurement on competitive performance: evidence from Thai hotel entrepreneurs," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 8(3), pages 10-28, March.
    3. Alina Alecse Stanciu & Dumitru-Alexandru Stoica & Monika Brigitte Surgun & Nicolae Ileana Traistaru & Aurelian Vranceanu, 2019. "Measuring the Organizational Performance: A Theoretical Overview," Academic Journal of Economic Studies, Faculty of Finance, Banking and Accountancy Bucharest,"Dimitrie Cantemir" Christian University Bucharest, vol. 5(1), pages 160-163, March.
    4. Lima, Eliana Sangreman & McMahon, Paul & Costa, Ana Paula Cabral Seixas, 2021. "Establishing the relationship between asset management and business performance," International Journal of Production Economics, Elsevier, vol. 232(C).

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