Models for Measuring Performances

Stefano Biazzo () and Patrizia Garengo ()
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Stefano Biazzo: University of Padua
Patrizia Garengo: University of Padua

Chapter Chapter 4 in Performance Measurement with the Balanced Scorecard, 2012, pp 53-79 from Springer

Abstract: Abstract In this chapter, the literature on performance measurement in manufacturing companies is reviewed and the diffusion, characteristics and determinants of performance measurement in SMEs are analysed. Shortcomings in the performance measurement systems are highlighted and the many factors that seem to constrain PMSs in manufacturing SMEs are defined, e.g. lack of financial and human resources, wrong perception of the benefits of PMS implementation, short-term strategic planning, tacit knowledge and little attention given to the formalization of processes. Moreover, using dimensions defined according to the information found in the literature, two PMS models specifically developed for SMEs are compared with generic PMS models. The comparison points out an evolution in PMS models over time; in particular, the models developed in the last 20 years are more horizontal, process-oriented and focus on stakeholder needs.

Keywords: Performance measurement system model; Performance measurement contingency factors; Dynamic adaptability; Strategic alignment; Process orientation; Causal relationships (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1007/978-3-642-24761-3_4

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