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Target setting, lean systems and viable systems: a systems perspective on control and performance measurement

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  • A J Gregory

    (University of Hull)

Abstract

The paper starts with a critique of the reductionist approach to control and performance measurement that emphasizes the parts of a system in isolation. The critique provides the basis for a shift in focus to a systems perspective that emphasizes the interactions between the parts of a system. It is argued that this shift is important because the behaviour of a system is a product of the interactions of the parts not the behaviour of the parts in isolation. Two systems approaches to control and performance management are compared and critiqued: Beer's viable system model and Seddon's lean systems. The paper concludes with the advancement of a model for control and performance measurement that not only integrates the work of Beer and Seddon but also compensates for the weaknesses in these approaches through the inclusion of a process of boundary critique.

Suggested Citation

  • A J Gregory, 2007. "Target setting, lean systems and viable systems: a systems perspective on control and performance measurement," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(11), pages 1503-1517, November.
    • Handle: RePEc:pal:jorsoc:v:58:y:2007:i:11:d:10.1057_palgrave.jors.2602319
    DOI: 10.1057/palgrave.jors.2602319
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    Citations

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    Cited by:

    1. Michael Walker, 2017. "The Search for Viability: A practitioner's view of how the Viable Systems Model is helping transform English local government (and why it has passed unrecognised)," Systems Research and Behavioral Science, Wiley Blackwell, vol. 34(3), pages 313-334, May.
    2. Gerald Midgley & Erik Lindhult, 2021. "A systems perspective on systemic innovation," Systems Research and Behavioral Science, Wiley Blackwell, vol. 38(5), pages 635-670, October.
    3. Ayham A. M. Jaaron & Chris J. Backhouse, 2017. "Operationalising “Double-Loop” Learning in Service Organisations: A Systems Approach for Creating Knowledge," Systemic Practice and Action Research, Springer, vol. 30(4), pages 317-337, August.
    4. Francesca Iandolo & Pietro Vito & Francesca Loia & Irene Fulco & Mario Calabrese, 2021. "Drilling down the viable system theories in business, management and accounting: A bibliometric review," Systems Research and Behavioral Science, Wiley Blackwell, vol. 38(6), pages 738-755, November.
    5. Ufua, Daniel E. & Papadopoulos, Thanos & Midgley, Gerald, 2018. "Systemic Lean Intervention: Enhancing Lean with Community Operational Research," European Journal of Operational Research, Elsevier, vol. 268(3), pages 1134-1148.
    6. Espinosa, Angela & Reficco, Ezequiel & Martínez, Andrea & Guzmán, David, 2015. "A methodology for supporting strategy implementation based on the VSM: A case study in a Latin-American multi-national," European Journal of Operational Research, Elsevier, vol. 240(1), pages 202-212.

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