Littérature scientifique sur le sujet « Organisational performance measurement »
Créez une référence correcte selon les styles APA, MLA, Chicago, Harvard et plusieurs autres
Consultez les listes thématiques d’articles de revues, de livres, de thèses, de rapports de conférences et d’autres sources académiques sur le sujet « Organisational performance measurement ».
À côté de chaque source dans la liste de références il y a un bouton « Ajouter à la bibliographie ». Cliquez sur ce bouton, et nous générerons automatiquement la référence bibliographique pour la source choisie selon votre style de citation préféré : APA, MLA, Harvard, Vancouver, Chicago, etc.
Vous pouvez aussi télécharger le texte intégral de la publication scolaire au format pdf et consulter son résumé en ligne lorsque ces informations sont inclues dans les métadonnées.
Articles de revues sur le sujet "Organisational performance measurement"
1
Zakaria, Zamzulaila. « A cultural approach of embedding KPIs into organisational practices ». International Journal of Productivity and Performance Management 64, no 7 (14 septembre 2015) : 932–46. http://dx.doi.org/10.1108/ijppm-08-2014-0127.
Texte intégralRésumé :
Purpose – The purpose of this paper is to discuss the ways in which organisations embedding key performance indicators (KPIs) as part of their organisational activities. Specifically this paper shows the role of cultural change programme in enabling the implementation of KPIs in the context of this study. Design/methodology/approach – The present study was conducted using ethnographic approach. Consistent with tradition in doing ethnographic studies, observation was the main method employed in this study. Additionally, this study employed interview and document review methods. Findings – This study concludes that the operation of KPIs in this organisation were made to work through a programme of cultural change. This finding suggests that accounting measurements such as KPIs can be embedded as part of organisational activities through cultural intervention. Practical implications – This study provides empirical evidence of the actions people do in making performance measurement works in organisations. Originality/value – This study adds to the limited number of literatures that link culture and performance measurement.
2
Smith, Marisa, et Umit Sezer Bititci. « Interplay between performance measurement and management, employee engagement and performance ». International Journal of Operations & ; Production Management 37, no 9 (4 septembre 2017) : 1207–28. http://dx.doi.org/10.1108/ijopm-06-2015-0313.
Texte intégralRésumé :
Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.
3
Stephens, Alan J., et Jane M. Dwyer. « Culture Barriers to Customer Relationship Management : An Assessment of the Impact of Customers Experience in Organisations ». Journal of Management World 2021, no 4 (1 octobre 2021) : 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.
Texte intégralRésumé :
Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
4
Tätilä, Jaakko, Pekka Helkiö et Jan Holmström. « Exploring the performance effects of performance measurement system use in maintenance process ». Journal of Quality in Maintenance Engineering 20, no 4 (7 octobre 2014) : 377–401. http://dx.doi.org/10.1108/jqme-07-2013-0051.
Texte intégralRésumé :
Purpose – The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance. Design/methodology/approach – The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects). Findings – Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use. Research limitations/implications – Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes. Practical implications – A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system. Originality/value – This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management.
5
Rasit, Zarinah Abdul, et Che Ruhana Isa. « Relative Comprehensiveness of Performance Measurement System : Organisational Ownership Structure and Size ». International Journal of Financial Research 10, no 3 (19 mai 2019) : 380. http://dx.doi.org/10.5430/ijfr.v10n3p380.
Texte intégralRésumé :
Change in the business environment has resulted in significant implication in the use of Management Control System (MCS) particularly Performance Measurement System (PMS). Strategic Performance Measurement System (SPMS) has been widely used by organisation to monitor the implementation, achievement and improvement of its plan objectives. Considerable prior research identified inconsistent findings in the relationship between PMS and organisational performance. In view of the fact that organisational culture would significantly being influenced by ownership structure, this research will further explore the comprehensiveness of PMS, the extent to which the systems provide information and integration with strategy and value chain, with different ownership structure. Data were gathered in two (2) phases; firstly, using the survey data administered to the 120 strategic business unit (SBU) managers of the manufacturing companies, members of the Federation of Malaysian Manufacturers (FMM). The second phase involves conducting semi-structured interviews with SBU managers of the 10 companies with foreign and local ownership structure. Findings from the research identified that more comprehensive PMS is being implemented by foreign owned companies rather than local own companies. The size of the companies may also influence the PMS comprehensiveness. The PMS implementation was also found to be influenced by the parent companies. Adequate information technology (IT) plays an important role for effective use of the PMS, provide added supports for performance assessment, communication and exchange of information within the organisation and inter-organisations worldwide. Findings provide significant insights into the organisational factors influence the PMS design.
6
Colbran, Richard, Robyn Ramsden, Karen Stagnitti et Samantha Adams. « Measures to assess the performance of an Australian non-government charitable non-acute health service : A Delphi Survey of Organisational Stakeholders ». Health Services Management Research 31, no 1 (17 août 2017) : 11–20. http://dx.doi.org/10.1177/0951484817725681.
Texte intégralRésumé :
Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review of literature. Data from the first round were aggregated and analysed for the stage two survey. The final data represented a group consensus. Quality of care was ranked the most important of six organisational performance measures. Service user satisfaction was ranked second followed by financial performance, internal processes, employee learning and growth and community engagement. Thirteen priority indicators were determined across the six measures. Consensus was reached on the priority organisational performance measures and indicators. Stakeholders of the case study organisation value evidence-based practice, technical strength of services and service user satisfaction over more commercially orientated indicators.
7
Cifalino, Antonella, et Stefano Baraldi. « Training programs and performance measurement ». Journal of Human Resource Costing & ; Accounting 13, no 4 (30 octobre 2009) : 294–315. http://dx.doi.org/10.1108/14013381011010141.
Texte intégralRésumé :
PurposeThis paper aims to present an exploratory study of the evaluation of training programs, based on a theoretical framework reviewing both the training literature and the strategic performance measurement (SPM) literature. The purpose of the paper is to analyse whether the operational approach (suggested by the training literature) and the strategic approach (suggested by the SPM literature) are actionable and feasible to measure the performance of training programs, and which relationships occur between these approaches.Design/methodology/approachThe methodology supporting the paper is largely oriented to action research. The research project took about 12 months, working with five Italian healthcare organisations in order to develop an actionable system for measuring the performance of selected training programs.FindingsThe results suggest that the operational and the strategic approaches are actionable and feasible to measure the performance of selected training programs; that these approaches are complementary, and not alternative; and that their contextual use is mutually beneficial, because it allows alignment of the evaluation of training programs towards organisational priorities.Research limitations/implicationsThe limitations of the paper concern its explorative nature. The paper does not expand its focus from the training programs to the training function, and from the training literature to the strategic human resource literature. Research on these topics may contribute to further analysing the links between training evaluation and SPM systems.Practical implicationsThe paper shows the feasibility of a systematic evaluation of selected training programs at an organisational level of analysis, aiming at increasing organisational effectiveness.Originality/valueThe paper suggests the relevance of evaluating training programs according to an SPM framework based on the Balanced Scorecard.
8
Kopp, Tobias, Steffen Kinkel, Teresa Schäfer, Barbara Kieslinger et Alan John Brown. « Measuring the impact of learning at the workplace on organisational performance ». International Journal of Productivity and Performance Management 69, no 7 (10 février 2020) : 1455–74. http://dx.doi.org/10.1108/ijppm-12-2018-0443.
Texte intégralRésumé :
PurposeThe purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.Design/methodology/approachIn a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.FindingsProfessional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.Research limitations/implicationsEmpirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.Practical implicationsThe presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.Originality/valueThe paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.
9
MUWARDI, DIDI, SAIDE SAIDE, RICHARDUS EKO INDRAJIT, MOHAMMAD IQBAL, ENDANG SITI ASTUTI et HERZAVINA HERZAVINA. « INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE : THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE ». International Journal of Innovation Management 24, no 05 (14 avril 2020) : 2150009. http://dx.doi.org/10.1142/s1363919621500092.
Texte intégralRésumé :
Purpose: The aim of this research paper is to examine the relationships between intangible assets, employee’s performance, and job satisfaction (JS) with structural model. The research explores both the practical and theoretical basis of these paradigms on organisation performance. This research also aims to identify whether a relation can be established between these aspects in the context of non-profit organisation performance in Indonesia. Design/methodology/approach: Reviewing the literature explores a theoretical existence of related context preceding the organisational performance. The authors used structural equation modelling to check the research prototype with a sample of 121 respondents. The respondents were heads of departments and general employees. In addition, SPSS was used to measure demographic, non-response bias, and generate descriptive statistics. Findings: Overall, the results demonstrate that organisation with a higher level of intellectual capital (IC), employee performance (EP), and job performance (JP) are important predictors of organisational performance in this sample. Similarly, JS and IC predicted EP. It is acknowledged that emotional intelligence such as satisfaction and dissatisfaction are important incentives to necessitate action tendencies. Research limitations/implications: This research is focused on organisations. Further research may extend the focus to different types of organisations and countries. Practical implications: The findings of this study may help institutions and HR departments to initiate new strategies such as integrating the traditional company performance measurement systems based on various indicators of this study. These factors succeed in providing an effective representation of a set of intangible assets that are developed by the company and that contribute to the improvement of company’s performance. Additionally, to maximise IC assets, the company can implement knowledge sharing practices among employees and experts as well. Original value/knowledge contribution: This research is useful for organisations and academics as a reference of the comparative and intersecting explanation of enhancing organisational performance. Moreover, various main concepts/theories are combined, namely, IC, JS, and employee’s performance to solve the obstacles of organisation performance.
10
Healy, Margaret, Peter Cleary et Eimear Walsh. « Innovativeness and accounting practices : an empirical investigation ». Qualitative Research in Accounting & ; Management 15, no 2 (18 juin 2018) : 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
Texte intégralRésumé :
Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
Thèses sur le sujet "Organisational performance measurement"
1
Alsada, Abdulla Bader. « The impact of performance measurement systems on organisational culture ». Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12769.
Texte intégral
2
Hattingh, Christiaan Arnoldus. « High-performance organisational assessment : a South African case study ». Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.
Texte intégralRésumé :
A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.
3
Tapinos, Efstathios. « Strategic development process : investigating the relationship between organisational direction and performance measurement ». Thesis, University of Warwick, 2005. http://wrap.warwick.ac.uk/1199/.
Texte intégralRésumé :
Strategy development is an issue of great importance for the practitioners and at the centre of the academic research over the last century. This thesis concentrates on the investigation of strategy from the development and implementation process point of view. In particular, this thesis presents a study on the relationship between organisational direction and performance measurement. Organisational direction manifests the purpose of the existence for the organisation and its future desired state, while performance measurement is a monitoring and control mechanism for the assessment of the performance achievements. It is a common place that organisational success requires the alignment between organisational direction and performance measurement. On this topic, the existing published literature includes a significant number of recommendations on how to manage effectively the relationship between organisational direction and performance measurement; nevertheless, there is a distinct lack of empirical evidences on the current status and trends of this relationship. Therefore, this thesis examines the interrelationship and interdependencies between these two concepts. The present research has been conducted through three different empirical investigations: an exploratory case study, a survey and follow up interviews. The exploratory case study examines the relationship between organisational direction and performance within an academic institution, the University of Warwick. The survey, was built on the observations made on the exploratory case study, and examined the role of organisational direction and performance measurement in the success of the strategic development process. Finally, the follow up interviews have been undertaken in order to enhance the findings of the survey and to provide insights and explanations for the variations observed in the survey. Synthesising the results from the three empirical investigations, it is attempted to describe the trends, dynamics and practicalities of the relationship between organisational direction and performance measurement and to present the determinants of this relationship.
4
Aboajela, Samia Mohamed. « The influence of organisational culture on performance measurement systems in Libyan higher education ». Thesis, University of Huddersfield, 2015. http://eprints.hud.ac.uk/id/eprint/25431/.
Texte intégralRésumé :
This research attempts to study the influence of organisational culture (OC) on the acceptance, importance and use of performance measurement systems (PMS) in Libyan higher education. To achieve the objectives of this research, a contingency theory is adopted. Organisational culture as a contingent variable was identified from the literature and appropriate statistical tests were undertaken to ascertain its influence. The organisational culture assessment instrument (OCAI) devised by Cameron & Quinn (2011) was chosen to be the conceptual model for determining the organisational culture type of institutions. Using the OCAI, an organisational culture profile could be verified by determining the organisation's dominant culture type characteristics. The Competing Values Framework (CVF) model developed by Cameron & Quinn (2011) was chosen to be a measurement tool for Organisational Culture (OC) to examine aspects of dominant organisational culture types in the Libyan higher education sector. A mixed methods quantitative and qualitative) approach, involving a survey questionnaire and interviews, was adopted. Descriptive statistics, which include frequencies and percentages, were utilized to present the main characteristics of the sample, the profiles of organisations’ cultural types, and the information gained in relation to the acceptance, importance and use of performance measurement systems. The sample of this study consists of three types of Libyan higher education (universities, higher institutions and technical collages). The intended participant lists covered the entire population of all groups in Libyan higher education. The study revealed that the three types of Libyan higher education are not homogeneous. In addition, the study showed that job titles and positions, experience and education levels are among the factors that influence organisational culture and thereby PMS acceptance, importance and use. While Libyan higher education in general, which includes public universities and technical colleges, was dominated by a Hierarchy culture that favours a centralised management style, the private and higher institutions were dominated by a Clan culture which is often found in ‘family-type’ organisations. Hierarchy culture exhibited a significant negative direct relationship with the acceptance and importance of performance measurement systems in Libyan universities. On the other hand, Clan culture exhibited a significant negative direct relationship with the acceptance and use of performance measurement systems in Libyan higher institutions. The contingency theory of performance measurement systems is based on the assumption that there is no universally appropriate use of performance measurement systems that applies equally to all organisations in all circumstances and the findings of this thesis are consistent with this contingency theory assumption. Therefore, organisational culture as a factor of contingency theory has influence on some aspects of performance measurement systems and does not influence others, and this depends on a given organisation’s circumstances.
5
Naude, Dirk. « The degree of organisational performance measurement in SME's - A focus on ICT enterprises ». Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/106.
Texte intégralRésumé :
The research was conducted to determine the degree of organisational performance
measurement in SMEs in the ICT sector within the Limpopo Province of South Africa.
Literature on performance measurement and SMEs was reviewed and provided the
theoretical foundation for the research. A qualitative approach to research was
followed using case research based on semi-structured interviews to determine the
knowledge and perceived value of performance measurement in SMEs. The study
also investigated the prominent performance measures used by SMEs and difficulties
around the implementation of these measures. The findings were related to the
literature regarding the attributes of measures, the dimensions of performance and
the characteristics of performance measurement frameworks. In conclusion, a
method for SMEs to use performance information to their advantage was proposed.
6
O'Mara, Charles Edward, of Western Sydney Macarthur University et Faculty of Business and Technology. « An examination of the linkages between organisational performance measures and strategic objectives ». THESIS_FBT_XXX_Omara_C.xml, 1996. http://handle.uws.edu.au:8081/1959.7/48.
Texte intégralRésumé :
To be successful, in the competitive, global business environment, firms must have a sound understanding of all their operations and the factors which impact upon them, combined with a performance management system which allows them to assess their progress towards achieving the organisation's objective. The thesis examines 3 propositions : that managers are unaware of the need to link performance measures to strategic goals and that, as a consequence, performance measures do not change to reflect a change in strategic direction; that the link between the performance measurement system and organizational goals is weak because the organization's structure inhibits a coordinated approach towards achieving strategic objectives through the use of performance measures; and, that the dynamic environment in which firms operate serves to disassociate strategic objectives from the performance management system, and the lack of managerial attention to the link between the two will result, over time, in a set of performance measures which provide insufficient, late or wrong information. The research indicated that awareness of the need to link performance measures with strategy rose with managerial responsibility; that the wider the scope of the performance measurement system, the better it would be at accommodating and monitoring changes in strategic direction; that, where the performance management system covered a broad range of activities it could be better used by managers to coordinate and integrate those activities; that managers' perceptions of the reliability, validity and timeliness of the information provided by their performance management system were positively related to the level of ownership of the system; and, in a dynamic business environment, the more comprehensive the information provided by the performance management system, the less likely the organisation would respond inappropriately to external factors. Additional research needs to be done on ways to make performance management systems more reactive to management's needsMaster of Commerce (Hons)
7
Crawford, Ken. « Evolving performance measurement to address environmental change in service utilities at multiple organisational levels ». Thesis, Ulster University, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.633034.
Texte intégralRésumé :
In the highly competitive business world performance measurement is important for all businesses to the extent that performance measurement is developing into an industry (Moullin, 2007). This is also true within the electricity supply sector where the added restriction of regulation and legislation from the UK and EU create additional pressures on performance measurement. These external pressures impact on strategic planning by limiting or introducing additional competition to drive or focus attention on some areas. This research will investigate evolving performance measurement to address environmental change in service utilities at multiple organisational levels. It will help expose what utility organisations measure and how measures cascaded throughout the business. The aim of the research is to explore how organisational performance models, methods and measurements within utility organisations evolve at all management levels, in line with the rapidly changing environment conditions. The research will adopt both an inductive and deductive theory building approach, leading to the development of a conceptual model and recommendations. The study will be based within the Northern Ireland electricity utility and will examine cases throughout the electricity supply chain. This research will explore the evolution of performance measurement within regulated multilevel organisations. It will examine performance measurement systems employed, and determine if these systems can evolve as the external environment changes. The research will examine how regulation affects the strategic making process. Internally strategic objectives have to be dissected and translated into divisional and individual performance measures. The research will expose enablers and inhibitors to performance measurement, cascade measures, strategy formulation and performance goals.
8
Kim, Jungsun. « Monitoring and regulatory role of the balanced scorecard in controlling organisational identities ». Thesis, Queensland University of Technology, 2010. https://eprints.qut.edu.au/39333/1/Jungsun_Kim_Thesis.pdf.
Texte intégralRésumé :
This thesis employs the theoretical fusion of disciplinary knowledge, interlacing an analysis from both functional and interpretive frameworks and applies these paradigms to three concepts—organisational identity, the balanced scorecard performance measurement system, and control. As an applied thesis, this study highlights how particular public sector organisations are using a range of multi-disciplinary forms of knowledge constructed for their needs to achieve practical outcomes. Practical evidence of this study is not bound by a single disciplinary field or the concerns raised by academics about the rigorous application of academic knowledge. The study’s value lies in its ability to explore how current communication and accounting knowledge is being used for practical purposes in organisational life. The main focus of this thesis is on identities in an organisational communication context. In exploring the theoretical and practical challenges, the research questions for this thesis were formulated as:
1. Is it possible to effectively control identities in organisations by the use of an integrated performance measurement system—the balanced scorecard—and if so, how?
2. What is the relationship between identities and an integrated performance measurement system—the balanced scorecard—in the identity construction process?
Identities in the organisational context have been extensively discussed in graphic design, corporate communication and marketing, strategic management, organisational behaviour, and social psychology literatures. Corporate identity is the self-presentation of the personality of an organisation (Van Riel, 1995; Van Riel & Balmer, 1997), and organisational identity is the statement of central characteristics described by members (Albert & Whetten, 2003). In this study, identity management is positioned as a strategically complex task, embracing not only logo and name, but also multiple dimensions, levels and facets of organisational life. Responding to the collaborative efforts of researchers and practitioners in identity conceptualisation and methodological approaches, this dissertation argues that analysis can be achieved through the use of an integrated framework of identity products, patternings and processes (Cornelissen, Haslam, & Balmer, 2007), transforming conceptualisations of corporate identity, organisational identity and identification studies.
Likewise, the performance measurement literature from the accounting field now emphasises the importance of ‘soft’ non-financial measures in gauging performance—potentially allowing the monitoring and regulation of ‘collective’ identities (Cornelissen et al., 2007). The balanced scorecard (BSC) (Kaplan & Norton, 1996a), as the selected integrated performance measurement system, quantifies organisational performance under the four perspectives of finance, customer, internal process, and learning and growth. Broadening the traditional performance measurement boundary, the BSC transforms how organisations perceived themselves (Vaivio, 2007). The rhetorical and communicative value of the BSC has also been emphasised in organisational self-understanding (Malina, Nørreklit, & Selto, 2007; Malmi, 2001; Norreklit, 2000, 2003). Thus, this study establishes a theoretical connection between the controlling effects of the BSC and organisational identity construction.
Common to both literatures, the aspects of control became the focus of this dissertation, as ‘the exercise or act of achieving a goal’ (Tompkins & Cheney, 1985, p. 180). This study explores not only traditional technical and bureaucratic control (Edwards, 1981), but also concertive control (Tompkins & Cheney, 1985), shifting the locus of control to employees who make their own decisions towards desired organisational premises (Simon, 1976). The controlling effects on collective identities are explored through the lens of the rhetorical frames mobilised through the power of organisational enthymemes (Tompkins & Cheney, 1985) and identification processes (Ashforth, Harrison, & Corley, 2008). In operationalising the concept of control, two guiding questions were developed to support the research questions:
1.1 How does the use of the balanced scorecard monitor identities in public sector organisations?
1.2 How does the use of the balanced scorecard regulate identities in public sector organisations?
This study adopts qualitative multiple case studies using ethnographic techniques. Data were gathered from interviews of 41 managers, organisational documents, and participant observation from 2003 to 2008, to inform an understanding of organisational practices and members’ perceptions in the five cases of two public sector organisations in Australia. Drawing on the functional and interpretive paradigms, the effective design and use of the systems, as well as the understanding of shared meanings of identities and identifications are simultaneously recognised. The analytical structure guided by the ‘bracketing’ (Lewis & Grimes, 1999) and ‘interplay’ strategies (Schultz & Hatch, 1996) preserved, connected and contrasted the unique findings from the multi-paradigms. The ‘temporal bracketing’ strategy (Langley, 1999) from the process view supports the comparative exploration of the analysis over the periods under study.
The findings suggest that the effective use of the BSC can monitor and regulate identity products, patternings and processes. In monitoring identities, the flexible BSC framework allowed the case study organisations to monitor various aspects of finance, customer, improvement and organisational capability that included identity dimensions. Such inclusion legitimises identity management as organisational performance. In regulating identities, the use of the BSC created a mechanism to form collective identities by articulating various perspectives and causal linkages, and through the cascading and alignment of multiple scorecards. The BSC—directly reflecting organisationally valued premises and legitimised symbols—acted as an identity product of communication, visual symbols and behavioural guidance. The selective promotion of the BSC measures filtered organisational focus to shape unique identity multiplicity and characteristics within the cases. Further, the use of the BSC facilitated the assimilation of multiple identities by controlling the direction and strength of identifications, engaging different groups of members.
More specifically, the tight authority of the BSC framework and systems are explained both by technical and bureaucratic controls, while subtle communication of organisational premises and information filtering is achieved through concertive control. This study confirms that these macro top-down controls mediated the sensebreaking and sensegiving process of organisational identification, supporting research by Ashforth, Harrison and Corley (2008). This study pays attention to members’ power of self-regulation, filling minor premises of the derived logic of their organisation through the playing out of organisational enthymemes (Tompkins & Cheney, 1985). Members are then encouraged to make their own decisions towards the organisational premises embedded in the BSC, through the micro bottom-up identification processes including: enacting organisationally valued identities; sensemaking; and the construction of identity narratives aligned with those organisationally valued premises.
Within the process, the self-referential effect of communication encouraged members to believe the organisational messages embedded in the BSC in transforming collective and individual identities. Therefore, communication through the use of the BSC continued the self-producing of normative performance mechanisms, established meanings of identities, and enabled members’ self-regulation in identity construction. Further, this research establishes the relationship between identity and the use of the BSC in terms of identity multiplicity and attributes. The BSC framework constrained and enabled case study organisations and members to monitor and regulate identity multiplicity across a number of dimensions, levels and facets. The use of the BSC constantly heightened the identity attributes of distinctiveness, relativity, visibility, fluidity and manageability in identity construction over time.
Overall, this research explains the reciprocal controlling relationships of multiple structures in organisations to achieve a goal. It bridges the gap among corporate and organisational identity theories by adopting Cornelissen, Haslam and Balmer’s (2007) integrated identity framework, and reduces the gap in understanding between identity and performance measurement studies. Parallel review of the process of monitoring and regulating identities from both literatures synthesised the theoretical strengths of both to conceptualise and operationalise identities. This study extends the discussion on positioning identity, culture, commitment, and image and reputation measures in integrated performance measurement systems as organisational capital. Further, this study applies understanding of the multiple forms of control (Edwards, 1979; Tompkins & Cheney, 1985), emphasising the power of organisational members in identification processes, using the notion of rhetorical organisational enthymemes. This highlights the value of the collaborative theoretical power of identity, communication and performance measurement frameworks. These case studies provide practical insights about the public sector where existing bureaucracy and desired organisational identity directions are competing within a large organisational setting. Further research on personal identity and simple control in organisations that fully cascade the BSC down to individual members would provide enriched data. The extended application of the conceptual framework to other public and private sector organisations with a longitudinal view will also contribute to further theory building.
9
de, Wet Elmar. « Developing a model that defines the relationship between a performance measurement system and other organisational entities ». Thesis, University of Bath, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.487457.
Texte intégralRésumé :
Many articles have been written on the design and implementation of performance measurement systems. In this regard literature also indicates the high failure rate associated with implementation. When the various issues assigned to failure are analysed, a number of these issues can be categorised as systemic issues. This research defines these systemic issues as contextual issues – those issues outside of a performance measurement system, yet having an impact on its functioning and performance as a system. This research explains how systems theory was used to construct a model that defines twelve contextual entities, seen as key entities influencing the functioning of a performance measurement system. These twelve entities are organisational culture, management commitment and support, information architecture, performance measurement process owner, overall status of IT/IS, organisational structure, evaluation process and information flow, performance management system, strategic planning process, policies and procedures, “other” measurement processes, and resources. The model also defines the relationship between each of these entities and a performance measurement system. When the model is applied in practice it determines the strength of the relationship between each entity and a performance measurement system. Based on the strength of each relationship, an organisational learning experience is created that provides a perspective on the performance measurement readiness of an organisation. This study focuses on strengthening the relevancy and applicability of the model by applying the model at two public universities in South Africa. The specific research focus was to generate an understanding of whether different contexts prompted any changes to the model. The research concludes by indicating that context changed the model in minor ways and also that the universities perceived the model to be relevant. Based on these findings stronger claims can thus be made in terms of the model’s relevancy and applicability.
10
Hardy, Ben. « Morale : definitions, dimensions and measurement ». Thesis, University of Cambridge, 2010. https://www.repository.cam.ac.uk/handle/1810/229514.
Texte intégralRésumé :
Morale is a commonly used term both in business and society but the concept of morale is relatively poorly defined and understood. In a recent paper Liefooghe et al. (2004) expressed surprise that "when reviewing the literature, no strong theory to explain morale as such is in evidence, nor are there many empirical studies that offer solid ground to advise organisations"(p 1). This thesis aims to provide these theories and this empirical evidence in order to produce a better understanding of morale. This research identifies a number of deficiencies in the current understanding of morale. These range from elision with other concepts to disagreement about whether it is an individual or group phenomenon. In this study, four principal domains are examined: (i) what morale is; (ii) how it differs from other concepts; (iii) the antecedents of morale and (iv) its consequences. A mixed methods approach was adopted combining idiographic and nomothetic research. The idiographic phase of the research adopted a Straussian (1998) grounded theory approach, involving data collection from seven different organisations. The data was accrued from a combination of site visits, informal contacts, external research, and 203 semi-structured interviews which were supplemented with psychometric instruments. The data were then coded and analysed. Morale could be readily differentiated from other concepts and emerged as a phenomenon with three dimensions: affective, future/goal and interpersonal. It was also viewed as a single phenomenon which was generalisable across situations and rooted in the individual although perceived members of the group exerted considerable influence. The antecedents of morale impacted on the three dimensions outlined above. Its consequences were the zeal with which tasks are undertaken, creativity and engagement. The nomothetic element of the research developed a number of measurement scales, grounded in the qualitative phase. These allowed morale to be differentiated from other phenomena and offered insights into individual and group perceptions of morale and the influence of personality variables. Further quantitative research confirmed the three dimensional structure of the concept. The results of these two phases were then integrated to provide a picture of the phenomenon of morale, differentiate it from other concepts and elucidate its antecedents and consequences. An appraisal of the limitations of the research is also made. Finally the implications of this research for both academic researchers and practitioners are discussed along with suggestions for future research.
Livres sur le sujet "Organisational performance measurement"
1
Holloway, Jacky. A critical research agenda for organisational performance measurement. Milton Keynes : Open University Business School, 2000.
Trouver le texte intégral
2
Holloway, Jacky. A critical research agenda for organisational performance measurement. Milton Keynes : Open University Business School, 2000.
Trouver le texte intégral
3
Islam, Sardar M. N. Performance Measurement in Corporate Governance : DEA Modelling and Implications for Organisational Behaviour and Supply Chain Management. Heidelberg : Physica-Verlag Heidelberg, 2009.
Trouver le texte intégral
4
Greiling, Dorothea. Performance measurement in Nonprofit-Organisationen. Wiesbaden : Gabler, 2009.
Trouver le texte intégral
5
Ruddock, Leslie. Performance and efficiency measurement in local authority building organisations. Salford : University of Salford, 1994.
Trouver le texte intégral
6
Gandhi, Shailesh. Performance measurement in non-profit organisations : An evaluation of financial and non-financial measures. Anand : Institute of Rural Management, 2004.
Trouver le texte intégral
7
Huwe, Ruth A. Metrics 2.0 : Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif : Praeger, 2010.
Trouver le texte intégral
8
Huwe, Ruth A. Metrics 2.0 : Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif : Praeger, 2010.
Trouver le texte intégral
9
Chang, Richard Y. Performance scorecards : Measuring the right things in the real world. San Francisco : Jossey-Bass Publishers, 2000.
Trouver le texte intégral
10
Kemp, Jacques. Management frameworks : Aligning strategy thinking and execution. New York : Routledge, 2012.
Trouver le texte intégralChapitres de livres sur le sujet "Organisational performance measurement"
1
Abdel-Kader, Magdy G., et Erin Yu-Ching Lin. « The Organisational Architecture ». Dans Performance Measurement of New Product Development Teams, 42–72. London : Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230584273_3.
Texte intégral
2
Sole, Francesco, Daniela Carlucci et Giovanni Schiuma. « Understanding Organisational Knowledge-Based Value Creation Dynamics : A Systems Thinking Approach ». Dans Business Performance Measurement and Management, 327–41. Berlin, Heidelberg : Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04800-5_21.
Texte intégral
3
Busco, Cristiano, et Angelo Riccaboni. « Performance Measurement Systems and Organisational Culture : Interpreting Processes of Unlearning and Change ». Dans Business Performance Measurement and Management, 357–76. Berlin, Heidelberg : Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04800-5_23.
Texte intégral
4
Kalmring, Dirk. « Theoretische Ansätze und Managementkonzepte organisationalen Lernens ». Dans Performance Measurement von wissensintensiven Geschäftsprozessen, 35–49. Wiesbaden : Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81687-0_3.
Texte intégral
5
Kalmring, Dirk. « Wissensmanagement im Kontext organisationaler Handlungs- und Problemlösungsfähigkeit ». Dans Performance Measurement von wissensintensiven Geschäftsprozessen, 143–47. Wiesbaden : Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81687-0_11.
Texte intégral
6
Kalmring, Dirk. « Fazit : Vom Performance Measurement zum organisationalen Lernen ». Dans Performance Measurement von wissensintensiven Geschäftsprozessen, 201–3. Wiesbaden : Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81687-0_13.
Texte intégral
7
Whiting, Edwin. « Businesses, industries and organisations ». Dans A Guide to Business Performance Measurements, 275–91. London : Palgrave Macmillan UK, 1986. http://dx.doi.org/10.1007/978-1-349-07472-3_23.
Texte intégral
8
Kielema, Joop. « Creating the organisation through performance measurements ». Dans Information, Organisation and Technology, 67–82. Boston, MA : Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1655-2_3.
Texte intégral
9
Renzi, Pietro, et Alberto Franci. « EGIPSS model for the evaluation of performance in healthcare ». Dans Proceedings e report, 167–72. Florence : Firenze University Press, 2021. http://dx.doi.org/10.36253/978-88-5518-461-8.32.
Texte intégralRésumé :
The need to improve performance in the Italian healthcare sector and thereby optimise the availability and delivery of related services has long been recognised. The associated reforms and developmental programmes have meant that the focus of health services has moved from a means-based approach to a results-based approach; which was an essential step to enabling real performance improvements according to the new public management paradigm. What is essential is a means of measuring and evaluating changes in healthcare sector performance which will support policy-makers to provide transparency and accountability, in accordance with the Tallinn Charter. This is particularly relevant in the healthcare sector, where outcomes are critical. This paper examines the concept of performance and performance assessment in the healthcare sector; acknowledging the inherent difficulties caused by the complexity of the systems and the multiplicity of performance-related definitions involved. This latter point is illustrated by the fact that many international organisations, such as the WHO and the OECD, have used varying models to assess and compare the performance of health systems in different countries. The authors have compared and evaluated a wide range of models and have determined the merits of the EGIPSS (Évaluation Globale et Intégrée de la Performance des Systèmes de Santé) integrative model. This is based on Parson's theory of social action which specifies four functions necessary for an organisation to survive. EGIPSS takes into consideration the conceptual contributions of different organisations, and covers a comparatively large number of performance measurements. A detailed illustration of the methodology is presented, together with some healthcare-related results for the Republic of San Marino and parts of the Marche Region in Italy.
10
Castellano, Nicola G., et Roberto Del Gobbo. « Performance Measurement of Advertising Actions : Can Web-Metrics Improve Management Control Processes ? » Dans Lecture Notes in Information Systems and Organisation, 95–105. Cham : Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-26488-2_7.
Texte intégralActes de conférences sur le sujet "Organisational performance measurement"
1
Sharp, J. V., J. E. Strutt, J. Busby et E. Terry. « Measurement of Organisational Maturity in Designing Safe Offshore Installations ». Dans ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28421.
Texte intégralRésumé :
The measurement of health and safety performance is an important requirement but most performance metrics are lagging indicators, measuring lost time incidents, dangerous occurrences etc. The challenge is to develop metrics that can be applied at the design stage. It is widely recognised that most accidents are influenced by the design stage, and many can be directly attributable to deficiencies in design. This paper is concerned with a design capability maturity model’, which is complementary to the design safety performance indicator model developed to apply to the design process itself. It has been developed to measure the capability of an organisation to design a safe installation, and is based on five maturity levels, ranging from level 1 (initial or learner approach) to optimised or best practice at level 5. This maturity model was originally developed for the software industry and has now been applied to offshore safety. A similar maturity model for quality assurance is now incorporated in the latest version of ISO 9004. Eleven characteristics associated with safety have been identified, in three main groups representing formal safety demonstration, safety implementation and longer term investment in safety. A maturity level is assigned to each of these characteristics and the profile produced reflects the organisation’s overall maturity in design for safety. An important aspect of the model is that it enables an organisation to establish its current level of maturity for each of the characteristics and to identify what steps are necessary to enable the organisation to progress to a higher level. The model can be used as a self assessment tool or applied through an external independent body to the different organisations involved in design (contractor’s design team, duty holder’s team etc).
2
Narawita, U. N., et L. D. C. S. Layangani. « How the performance measurement of supply chain contributes in achieving organisational objectives of Sri Lankan apparel organisations ». Dans 2015 Moratuwa Engineering Research Conference (MERCon). IEEE, 2015. http://dx.doi.org/10.1109/mercon.2015.7112322.
Texte intégral
3
Korsakienė, Renata, Rūta Juodeikė et Monika Bužavaitė. « Factors Impacting and Restricting Success of Organisational Changes ». Dans Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.096.
Texte intégralRésumé :
Social, economic and technological changes constantly change business landscape and raise an array of challenges to organisations. Organizations have to adapt to the environmental changes and maintain competitiveness and flexibility. Thus, changes aim to transform current state of organisations, to increase productivity and competitive advantage in the market. On the other hand, a number of investigations confirm that majority of organisational changes fail and do not produce an expected performance. Scientific literature suggests various management methods and links these methods to the desirable outcomes. Considering the fact that organisations are unique systems, some change management models do not capture such aspects as exceptional experience, culture, intuition of managers, etc. These issues lead to the restricted application of majority of models or methods. The opinions of scholars about definition and measurement of success diverge. The paper aims to investigate the factors impacting and restricting organisational changes. Particular emphasis is put on the success as the desirable outcome of all initiatives. The investigation is based on analysis and synthesis of scientific literature. A case of service providing company is presented. The paper integrates the main researches in the field and provides insights and recommendations into future investigations.
4
Coulson, K. E. W., T. C. Slimmon et M. A. Murray. « A Structured Approach to Supplier Performance Measurement ». Dans 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-116.
Texte intégralRésumé :
The start of the new millennium will see companies in the oil and gas industry faced with a dual challenge. Not only will they have to undertake exploration in more demanding terrain and environments, but they also face far more competition in what they previously regarded as their traditional marketplace. The goal of meeting both shareholder and customer needs, while simultaneously attempting to increase market share by becoming more competitive, will be paramount if this success is to be achieved. While a number of strategies have been developed over the last decade in an attempt to achieve and balance these financial goals, the control and reduction of costs play a significant part in all such ‘cost effective’ programs. Past approaches have targeted the organisational structure, internal processes and strategic advantage through acquisitions, mergers and downsizing. However, any gains realised by such programs must be continuously improved upon by implementing innovative approaches to future reductions and controlling costs. Some companies have shifted the focus from internal cost scrutiny to influencing and ultimately controlling external factors of cost. The supply chain offers a tremendous opportunity to drive out costs, one such approach being to partner with the best suppliers of key components to shorten delivery times while minimizing life cycle costs. It is therefore paramount that one distinguishes between those who are simply suppliers and that smaller group who are the best suppliers, all the while fostering a win-win relationship by sharing growth and profitability. This paper will introduce the concepts of the Supplier Performance Measurement Process (SPMP), which NOVA / TransCanada introduced in late 1997 to measure and manage its suppliers’ performance in the provision of a few strategically critical commodities. To provide context for this paper two such commodities, high pressure line pipe and high integrity pipe coatings are addressed in some detail. The application of the process to these commodities alone yielded a capital cost reduction of 6%. The paper explains in practical terms, the steps involved in the implementation of SPMP, and provides a simple process for eliciting feedback on the efficacy of the procurement process.
5
Jurevičienė, Daiva, et Ksenija Kravec. « Impact of reputational loss on financial performance of the bank ». Dans Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.008.
Texte intégralRésumé :
Purpose – the purpose of the article is to identify the criteria influencing on the reputational performance of a financial organisation and recognise the impact of reputation on the activities of a financial institution. Research methodology – to estimate the reputational impact on a financial organisation an interview with experts was conducted. In order to process the received data SAW, COPRAS and geometric mean methods were used. The mentioned methods were applied for performance measurement to ensure the inclusion of the reputation-sensitive data. Findings – the weakest position of the financial company in terms of reputational condition implies decreased efficiency of its performance. The degree of reputation and the impact of repercussions on the organisation’s performance can be further measured through financial analysis. Research limitations – the financial organisation analysed in the current study does not provide services for local clients, hence there is no possibility to obtain primary data from direct interactors. Practical implications – the research results provide insight towards key areas to look on while conducting root-cause analysis for decrease of financial performance; reputational impact measurement model can be used for further planning processes related to the future repercussions prevention. Originality/Value – literature overview results prove that it is still argued over the way reputational impact could be measured due to the fact that organizational reputation is attributed to a long-term intangible asset which is sensitive towards the subjectivity of the analysed matter. While it is usual to measure the reputation from the clients’ perspective, the research on reputation impact relies on the particular statistical data on company’s condition in the market.
6
Davis, J. P., A. D. J. MacDonald et S. E. Marashi. « Integrated performance measurement to support strategic decision making in engineering organisations ». Dans 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419495.
Texte intégral
7
Morcos, Maged S. « A Two Dimensional Performance Measurement Approach for Modeling Technological Strategic Decisions in Organisations ». Dans ICSIE 2020 : 2020 9th International Conference on Software and Information Engineering. New York, NY, USA : ACM, 2020. http://dx.doi.org/10.1145/3436829.3436866.
Texte intégral
8
Mohamud, M. Z., et M. S. Jusoh. « Management practices and organisation performance in Malaysian public sector : Construct validity using Rasch measurement model ». Dans ADVANCES IN MATERIAL SCIENCE AND MANUFACTURING ENGINEERING. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0132797.
Texte intégral
9
Belesioti, Maria, et Michail Glykas. « A Novel Approach in Corporate Social Responsibility Performance Measurement ». Dans Eighth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics : Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/limen.s.p.2022.71.
Texte intégralRésumé :
Corporate Social Responsibility Performance (CSR) Measurement is as essential as performing CSR. Measurement of Corporate Social Performance is two-fold: firstly, can assist stakeholders in understanding the difference between short-term financial metrics and building valuable long-term relationships and assets leading to long-term corporate value. Secondly, it offers society, employees, and customers the ability to judge a corporation’s social behaviour and ethics and reward it accordingly. So, the exact contribution of CSR to a company and its stakeholders should be evaluated and assessed by tangible and measurable results. Since there is no standardised method or predefined criteria for CSR assessment, literature has tried to define the influencing factors of corporate social performance and to describe the techniques and methodologies of CSR assessment. However, due to its “soft nature”, the pure social part of the term is difficult to measure. Corporations use Global Reporting Initiative (GRI) Standards and Key Performance Indicators (KPIs) to measure their performance. However, these measures are not sufficient since they cannot affect corporate strategic goals. In the present paper, a CSR performance measurement framework is presented, targeting to assist organisations in measuring the effectiveness of their CSR initiatives. The key factors affecting corporate performance are identified, and a literature review of the concept is performed.
10
Gustafsson, Jan-Olof, Paul von Heiroth et Torbjörn Lindquist. « Transient Analysis of a Small Gas Turbine to be Used in an Evaporative Cycle ». Dans ASME 1998 International Gas Turbine and Aeroengine Congress and Exhibition. American Society of Mechanical Engineers, 1998. http://dx.doi.org/10.1115/98-gt-353.
Texte intégralRésumé :
Static process calculations done by various institutions have shown competitive thermal efficiencies for the evaporative cycle, also known as the HAT-cycle, when compared to the combined gas and steam cycle. The cycle seems also attractive from other standpoints such as lower investment costs and excellent part load performance. With this background several companies and organisations in Sweden have jointly started an evaporative gas turbine project. The participating organisations agreed to design and erect a pilot plant at the Lund Institute of Technology. In co-operation with the Royal Institute of Technology in Stockholm various tests will be performed with the overall goal to verify efficiency improvements and functional performance. The test schedule started with the gas turbine in dry stand alone operation. From this initial phase the process will be developed, first step is the introduction of a recuperator. The final process includes a water circuit and condensing of water vapour in exhaust gases for recycling to the humidifier. This paper presents a dynamic model of the gas turbine unit with and without the recuperator. Algebraic models are used for the gas turbine components combined with conservation equations in differential forms for volumes. The approximation used for volumes is the lumped parameter model meaning that properties within the volume are uniform. Heat flow between gas and solid structure is included in the recuperator model but is elsewhere neglected. A comparison between measurements and calculations is presented for the gas turbine without recuperator.