Validation issues of a performance management system for design: three case studies

Paula Görgen Radici Fraga, Maurício Moreira e Silva Bernardes, Julio Carlos de Souza van der Linden, Darli Rodrigues Vieira and Milena Chang Chain

International Journal of Productivity and Performance Management, 2020, vol. 70, issue 4, 916-940

Abstract: Purpose - This study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies. Design/methodology/approach - The use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used. Findings - Viewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage. Originality/value - Validation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data.

Keywords: Validation; Focus group; Indicators; Design management (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:ijppm-02-2019-0063

DOI: 10.1108/IJPPM-02-2019-0063

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