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Business Performance Analytics: level of adoption and support provided to Performance Measurement Systems

Author

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  • Riccardo Silvi
  • Monica Bartolini
  • Anna Raffoni
  • Franco Visani

Abstract

Despite several studies on the importance of Performance Measurement Systems (PMS), often their implementation is considered insufficient or unsatisfactory. This situation is motivating research on several issues: PMS design and focus, cultural and technological aspects, and the specific contexts of implementation. This paper introduces Business Performance Analytics (BPA) as an important framework for successful PMS design and adoption. Specifically, it defines BPA as the use of data and analytical methods to understand and control business dynamics and performance. Based on an exploratory survey on a group of global companies, the paper highlights the importance of measurement not fully delivered by current PMS, together with a first examination of the implementation of BPA in practice. The analysis shows a low level of adoption of BPA both for strategic and operational decisions. At the same time, companies adopting BPA have a higher perception of relevance of statistical and mathematical tools for supporting the decision-making process. The results also show the presence of the two clusters with very different approaches to performance measurement. The "advanced" one is characterized by the implementation of Business Intelligence tools, together with advanced management accounting and PMS approaches. Compared with the "basic" one, the "advanced" cluster shows a higher perception of BPA effectiveness in supporting the decision-making process and also a higher satisfaction for the contribution provided by the information system to the management action.

Suggested Citation

  • Riccardo Silvi & Monica Bartolini & Anna Raffoni & Franco Visani, 2012. "Business Performance Analytics: level of adoption and support provided to Performance Measurement Systems," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2012(suppl. 3), pages 117-142.
    • Handle: RePEc:fan:macoma:v:html10.3280/maco2013-su3006
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    Citations

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    Cited by:

    1. Franco Visani, 2017. "Applying business analytics for performance measurement and management. The case study of a software company," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2017(2), pages 89-123.
    2. Elio Borgonovi & Fabio De Matteis & Daniela Preite, 2016. "La rilevanza delle spese per organi di governo nei comuni italiani medio-grandi fra possibilit? di efficienza e recupero di legittimazione politica," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 117-140.
    3. Pier Luigi Marchini & Luca Fornaciari, 2016. "The increasing relevance of managing costs of poor quality (CoPQ). The case of the mineral water industry," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 65-96.
    4. Francesca Maria Cesaroni & Domenico Consoli, 2015. "ICT e piccole imprese. Il Cubo della Predisposizione Tecnologica Aziendale," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2015(1), pages 73-100.
    5. Domenico Nicol?, 2013. "Monitoraggio delle sequenze e risultati aziendali," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2013(3), pages 35-50.
    6. Laura Mariani & Marco Tieghi & Sabrina Gigli, 2016. "The efficacy of performance management system in healthcare. A literature review and research perspectives," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 97-116.
    7. Giacomo Fabietti & Francesca Trovarelli, 2016. "The role of Eco-control in the implementation of Sustainable Business Models," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2016(3), pages 141-172.

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