An interdisciplinary perspective on the evolution of strategic performance management systems
dc.contributor.author | Srimai, Suwit | |
dc.contributor.author | Radford, Joseph J. | |
dc.contributor.author | Wright, C. | |
dc.contributor.editor | Dermol, V. | en |
dc.contributor.editor | Trunk Sirca, N. | en |
dc.contributor.editor | Ðaković, G. | en |
dc.date.accessioned | 2019-03-29T03:17:45Z | |
dc.date.issued | 2013 | |
dc.description.abstract | This paper provides an interdisciplinary perspective on the evolution of organizational performance management (PM) systems that transcends the limited perspectives currently found within certain academic disciplines. It looks for the presence of convergent evolution in those management systems. A review of the many management systems that have been harnessed into strategic systems suggests that pressure to be best at the same or similar tasks causes such management systems to converge to common forms and functions. Forms of PM are: 1) Measurement-embedded systems, 2) Horizontally and vertically integrated systems, 3) Strategic-oriented systems, and 4) Fact-based information systems. Functions of PM are: 1) Creating and maintaining strategic alignment, 2) Supporting decision making, 3) Assisting formulation and execution of strategy, 4) Influencing organizational behaviours, and 5) Facilitating a learning organization. | en |
dc.format.extent | 141-149 | en |
dc.identifier.isbn | 9789616914017 | en |
dc.identifier.issn | 2232-3309 | en |
dc.identifier.uri | https://hdl.handle.net/10182/10573 | |
dc.language.iso | en | |
dc.publisher | ToKnowPress on behalf of the International School for Social and Business Studies | |
dc.publisher.place | ToKnowPress | en |
dc.relation | The original publication is available from - ToKnowPress on behalf of the International School for Social and Business Studies - http://www.toknowpress.net/ISBN/978-961-6914-02-4/MakeLearn2013.pdf | en |
dc.relation.isPartOf | Active citizenship by knowledge management & innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 | en |
dc.rights | © 2013 International School for Social and Business Studies | |
dc.source | MakeLearn 2013: Management, Knowledge and Learning International Conference 2013 | en |
dc.subject | performance management | en |
dc.subject | performance measurement | en |
dc.subject | intellectual capital | en |
dc.subject | quality management | en |
dc.subject | management control | en |
dc.subject | convergent evolution | en |
dc.title | An interdisciplinary perspective on the evolution of strategic performance management systems | en |
dc.type | Conference Contribution - published | |
lu.contributor.unit | Lincoln University | |
lu.contributor.unit | Faculty of Agribusiness and Commerce | |
lu.contributor.unit | Department of Financial and Business Systems | |
lu.subtype | Conference Paper | en |
pubs.finish-date | 2013-06-21 | en |
pubs.notes | pdf downloaded from http://www.toknowpress.net/ISBN/978-961-6914-02-4/papers/ML13-236.pdf#[0,{%22name%22:%22Fit%22}] Incorrect spelling on the proceedings of author Chris Wight | en |
pubs.publication-status | Published | en |
pubs.publisher-url | http://www.toknowpress.net/ISBN/978-961-6914-02-4/MakeLearn2013.pdf | en |
pubs.start-date | 2013-06-19 | en |