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Linking performance measurement system to strategic and organisational choices

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  • Stefano Tonchia

Abstract

In this paper, the connections between the operations PMS and the environment in which it operates are studied, through an analysis of the strategic and organisational choices made by major manufacturing firms, and the consequent definition of the PMS characteristics and indicators. The empirical basis for this study is the largest survey on PMS ever conducted in Italy. Useful PMS design specifications are furnished, related to the type of strategy adopted, the technology and managerial practices selected, and the organisational context. Links with the firm's performance results are also presented.

Suggested Citation

  • Stefano Tonchia, 2000. "Linking performance measurement system to strategic and organisational choices," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 2(1/2/3), pages 15-29.
    • Handle: RePEc:ids:ijbpma:v:2:y:2000:i:1/2/3:p:15-29
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    Cited by:

    1. De Toni, Alberto & Tonchia, Stefano, 2005. "Definitions and linkages between operational and strategic flexibilities," Omega, Elsevier, vol. 33(6), pages 525-540, December.
    2. Glykas, M., 2004. "Workflow and process management in printing and publishing firms," International Journal of Information Management, Elsevier, vol. 24(6), pages 523-538.

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