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Performance measurement, strategy, and strategic change

In: Research Handbook on Performance Measurement for Management Control

Author

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  • Jennifer Grafton

Abstract

Strategy and the measurement of organisational performance (the measurement of strategy achievement) are central preoccupations for managers. The widespread adoption in practice of performance measurement systems with diverse, strategically aligned, causally linked performance measures suggests managers well understand the relation between strategy, performance measurement, and organisational performance outcomes. In this chapter, I review the literature that investigates the central role of performance measurement in strategy formulation and implementation, and processes of strategic change. I use the findings of this review to inform a future research agenda that addresses new frontiers in strategy and the requirements of next-generation performance measurement systems that are being driven by the speed, scope, and scale of technological change, as well as increasing imperatives to embed sustainability agendas within organisations. It is hoped that this agenda will progress the field of performance measurement, strategy, and strategic change.

Suggested Citation

  • Jennifer Grafton, 2024. "Performance measurement, strategy, and strategic change," Chapters, in: Anne M. Lillis & Jennifer Grafton (ed.), Research Handbook on Performance Measurement for Management Control, chapter 10, pages 186-210, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:21441_10
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    File URL: https://www.elgaronline.com/doi/10.4337/9781803920672.00020
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