Performance measurement implementation in a knowledge-based public organisation

Hannu Rantanen, Kirsi Leva and Sanna Pekkola

International Journal of Business and Systems Research, 2007, vol. 1, issue 3, 343-353

Abstract: Numerous papers on measurement systems in public organisations have appeared in the recent years. Measurement systems in knowledge-based organisations is another popular topic in the literature. The development and implementation of management systems in knowledge-based public organisations differs considerably from the way they are realised in the production-oriented sector. This case study examines the implementation of a Performance Measurement System (PMS) in a knowledge-based public organisation. The study comprises of information that emerged during the PMS development in this organisation. The aim is to pinpoint those success factors especially critical from the point of view of the implementation of performance measurement.

Keywords: performance measurement systems; PMS; management systems; knowledge management; implementation; knowledge-based organisations; knowledge-based public organisations; success factors. (search for similar items in EconPapers)
Date: 2007
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=15833 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbsre:v:1:y:2007:i:3:p:343-353

Access Statistics for this article

More articles in International Journal of Business and Systems Research from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().