Innovation: A Performance Measurement Perspective

Pervaiz K. Ahmed and Mohamed Zairi
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Pervaiz K. Ahmed: Chair in Management and Wolverhampton Business School, University of Wolverhampton, Shropshire Campus, Telford, Shropshire, TF2 9NT, UK
Mohamed Zairi: Professor, Best Practice Management and European Centre for Total Quality Management, School of Management, University of Bradford, Emm Lane, Bradford, BD9 4JL, UK

Chapter 13 in From Knowledge Management to Strategic Competence:Measuring Technological, Market and Organisational Innovation, 2006, pp 337-374 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe following sections are included:Introduction: Performance Management in the Modern Business ContextPerformance MeasurementPerformance MeasuresPhases of Performance MeasurementPerformance Measurement SystemsPerformance Measurement and InnovationStrategy and MeasurementEffective Performance Measurement SystemsModels of Integrated Performance MeasurementStrategic measurement and reporting technique (SMART)Quantum performance measurement modelBalanced business scorecardStrategic measurement systems (SMS)Measurement and Metrics in PracticeCase study one: ICLProduct-based meassuresProcess-based measuresCase study two: Hewlett–PackardDesigner-customer interactionsOverall effectiveness of product developmentOverall effectiveness of the innovation processOther measuresCase study three: Exxon ChemicalIn-process measuresResults-based measuresDefinitionsCase study four: Measurement of R&D at DupontInternal measuresExternal key measuresBusiness level measures: FinancialsLeaning Points from the Case StudiesFinal Comments

Keywords: Competencies; Intangible Resources; Competitive Advantage; Valued Attributes; Knowledge Management; Purchasing; Procurement; Supply; Supplier Relationship; Supply Chain Management; Performance Measurement and Relationship Assessment (search for similar items in EconPapers)
Date: 2006
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