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Involvement, strategy making and performance measures
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. A Real Movement AB.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
2016 (English)Conference paper (Refereed)
Abstract [en]

There is extensive research on performance measures (e.g. impact on performance, design of measures, balancing of measures). How performance measures are set however, have been scarcely researched. This in-depth case study investigates management involvement in setting performance measurements in a multi-business firm with a specific focus on the development and setting of objectives and performance measures in 11 unique business areas. Results indicate that who is involved in the strategy making process across hierarchical levels and organizational functions make a difference to how aligned, dynamic, objective and evaluative the performance measures developed are. Moreover, the levels of involvement sets alignment, accuracy and evaluativeness; and the span of involvement impacts on accuracy and dynamism. The study also provides a framework for understanding management involvement in setting performance measures and managerial insights regarding involvement in the practice of translating strategy into performance measures.

Place, publisher, year, edition, pages
2016.
Keyword [en]
strategy making, involvement, performance management
National Category
Business Administration
Identifiers
URN: urn:nbn:se:kth:diva-206966OAI: oai:DiVA.org:kth-206966DiVA: diva2:1094619
Conference
PMA 2016, Edinburgh
Note

QC 20170510

Available from: 2017-05-10 Created: 2017-05-10 Last updated: 2017-05-10Bibliographically approved

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