 New Service Development PerformanceShunzhong Liu ()
Chapter Chapter 3 in Innovation Management in Knowledge Intensive Business Services in China, 2013, pp 17-42 from Springer Abstract: 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”. Keywords: Common Method Variance; Performance Measurement System; Balance Scorecard; Average Variance Extract; Knowledge Intensive Business Service (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:spbrcp:978-3-642-34676-7_3 Ordering information: This item can be ordered from DOI: 10.1007/978-3-642-34676-7_3 Access Statistics for this chapter More chapters in SpringerBriefs in Business from Springer |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.