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Dynamic abilities in performance measurement system: a case study on practice and strategies
Mälardalen University, School of Innovation, Design and Engineering.
Mälardalen University, School of Innovation, Design and Engineering.ORCID iD: 0000-0001-7935-8811
2011 (English)In: Book of abstracts, 18th International Annual EurOMA Conference, Exploring interfaces, 2011, 133-133 p.Conference paper, Published paper (Refereed)
Abstract [en]

This paper analyse the key factors for creating a dynamic ability in the performance measurement system, in order to manage the operations/strategy interface. A case study was conducted at a heavy vehicle manufacturing site with three data collection components: analysis of archival data, direct observations and an interview study. The study details five factors that need to be fulfilled in order to realise dynamic abilities in a PMS: review process, IT system, management, culture and employee involvement. Moreover, in order to realise the factors in practice the PMS design and context need to be considered.

Place, publisher, year, edition, pages
2011. 133-133 p.
National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
URN: urn:nbn:se:mdh:diva-12311ISBN: 978-1-902546-93-3 (print)OAI: oai:DiVA.org:mdh-12311DiVA: diva2:418996
Conference
18th International Annual EurOMA Conference Exploring interfaces, 3-6 July 2011, Cambridge, UK
Projects
xpres
Funder
XPRES - Initiative for excellence in production research
Available from: 2011-05-25 Created: 2011-05-25 Last updated: 2013-12-04Bibliographically approved
In thesis
1. Towards Dynamic Performance Measurement Systems: A framework for manufacturing organisations
Open this publication in new window or tab >>Towards Dynamic Performance Measurement Systems: A framework for manufacturing organisations
2011 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

Consensus prevails that performance measurement systems should reflect the strategic direction of a company. Strategies are dynamic in nature while existing measurement systems are stable and predictable. The paradox of combining strategies with measurement systems has created problems for companies as the strategic context alters. Even though the literature surrounding the field is vast and dense there is a gap regarding how to keep measurement system up to date and dynamic.

With the existing problem in mind, the objective of this research is to develop a framework that will support the realisation of dynamic performance measurement systems in manufacturing organisations.

The research in this thesis has adopted a systems approach and is built around four case studies and two literature studies. The case studies have been conducted at manufacturing organisations on three different continents. The first literature study focused on the general literature in the field whilst the second literature study focused on the characteristics of dynamic performance measurement system in particular.

The end-result of this research is a framework based on 19 factors systemised under five sub-headings: review process, IT system, management, employees and culture. In excess of the 19 factors, an additional two factors focalising on the realisation of the framework in practice finalises the end-result.

As the research is derived from an industrial problem, this thesis provides an insight for academics of the contemporary struggles of manufacturing organisations with their performance measurement systems. Moreover, this framework provides practitioners with a foundation for making their performance measurement systems compatible and suitable for ever-changing content.

Place, publisher, year, edition, pages
Västerås: Mälardalen University, 2011
Series
Mälardalen University Press Licentiate Theses, ISSN 1651-9256 ; 140
Identifiers
urn:nbn:se:mdh:diva-12312 (URN)978-91-7485-022-2 (ISBN)
Presentation
2011-06-16, Selanderrummet, verktyget, IDT., Bruksgatan, skilstuna, 10:00 (Swedish)
Opponent
Supervisors
Available from: 2011-05-25 Created: 2011-05-25 Last updated: 2011-06-17Bibliographically approved
2. Managing change in performance measures within a manufacturing context
Open this publication in new window or tab >>Managing change in performance measures within a manufacturing context
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Even though the literature available within the field of performance measurement and management (PMM) is extensive, a gap exists regarding how change is managed in performance measures (PM).  This gap is corroborated by the empirical data underlining that only a few organisations have mechanisms in place for managing PM change. The need to manage change in PM arises from the consensus that performance measurement systems (PMS) should reflect the strategy and direct environments of the company. As both strategies and environments are dynamic in nature the PMS ought to possess the capability to change. The paradox of combining dynamic strategies and environments with static PMS has created problems for companies as the competitive conditions change over time. With this background in mind, the purpose of this thesis is to contribute to the existing body of knowledge regarding how to manage change in performance measures. The contribution from this research will stem from analysis of six empirical studies and the results will be concluded in a set of guidelines regarding how to manage change in PM in practice.

This thesis has adopted a systems perspective and takes a qualitative, case-study based approach. In total six case studies and three literature studies have been conducted. The case studies have been conducted on three different continents and have focused on the deployed ways for managing change in PM and how the PM have evolved over time. The first literature study focused on the general literature within the field of PMM, the second literature study focused on the literature revolving around keeping PM updated and relevant over time whilst the third and concluding literature study focused on further expanding the theoretical base on how to manage change in PM and how PM evolve and change after their implementation. This thesis concludes that extensive PM change is necessary over time in order to establish and maintain appropriate PM, continuously improve the measurement process and boost performance. Further, in converse to the various approaches suggested in literature, all six approaches identified in the case studies are processes. Furthermore, each PM change process differs from another as highlighted in the empirical findings chapter.

Finally, 11 factors have been identified from the theoretical and empirical findings that affect the ability to manage change in PM: level of process documentation, process ownership, employee involvement and alignment (as an embedded part of the PM change process design), communication, culture, role of top-management, IT-infrastructure capabilities, resources available for facilitation, PM ownership and education. Finally, eight guidelines have been developed addressing how to manage change in performance measures.

Place, publisher, year, edition, pages
Västerås: Mälardalen University, 2013
Series
Mälardalen University Press Dissertations, ISSN 1651-4238 ; 141
Keyword
performance measures
National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-18691 (URN)978-91-7485-107-6 (ISBN)
Public defence
2013-06-14, Filen, Smedjegatan 37, Eskilstuna, 10:00 (English)
Opponent
Supervisors
Funder
XPRES - Initiative for excellence in production research
Available from: 2013-04-29 Created: 2013-03-28 Last updated: 2013-12-06Bibliographically approved

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