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New Service Development Performance

In: Innovation Management in Knowledge Intensive Business Services in China

Author

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  • Shunzhong Liu

    (Central China Normal University)

Abstract

It is widely accepted that you can not manage what you cannot measure (Scholey 2005). Performance measurement, which plays a key role in translating an organization’s strategy into desired behaviors and results (Van der Stede et al. 2006), is the process of quantifying past action (Neely 1998). The need of performance measurement systems at different levels of decision-making, either in the manufacturing or service contexts, is undoubtedly not something new (Bititici et al. 2005). Griffin and Page (1993) believe that “If underlying dimensions could be identified, then regardless of which specific measures were used to quantify the firm’s performance in a particular dimension, we might ultimately be able to help firms determine whether they were missing any aspects of measurement that would help provide them with a more balanced view of their performance”.

Suggested Citation

  • Shunzhong Liu, 2013. "New Service Development Performance," SpringerBriefs in Business, in: Innovation Management in Knowledge Intensive Business Services in China, edition 127, chapter 0, pages 17-42, Springer.
    • Handle: RePEc:spr:spbrcp:978-3-642-34676-7_3
    DOI: 10.1007/978-3-642-34676-7_3
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