14 Pages Posted: 12 Sep 2007
Date Written: June 30, 2004
In the last decade a plethora of studies have been carried out in the area of new multidimensional performance measurement systems (MPMS). Notable efforts were focused on PMS design issues related for example to the proper dimensions to be considered, new area of measurement(competencies, networks and supply chain), or their role in the strategy formulation. More recently new streams of research were addressed to the critical analysis of claimed effectiveness with specific regard to the linkage with business performance, or with the management control system (MCS). This paper extends the critical stream of research on MPMS to the organizational linkages of performance and presents a new framework based on the measurement of the relations between formal organizational units as units of analysis. Specifically, this framework introduces a new dimension in the designing of MPMS because it focuses on the measurement of the relationships and not on pre-codified indicators even if systematically organized (tableau de bord, balanced scorecard, ...). In this perspective, the approach enables MPMS to be aligned with the organizational structure of MCS and increases the effectiveness of the appraisal because they are based on a shared view of the organizational functioning. The framework is supported by a case study conducted in an Italian top luxury car firm.
Keywords: Performance measurement systems, KPI, BSC, Management Control
JEL Classification: M40, M41, M12
Suggested Citation: Suggested Citation
Silvi, Riccardo and Macrì, Diego Maria and Tagliaventi, Maria Rita, Performance Measurement Systems: Putting Organizational Effectiveness Ahead (June 30, 2004). Available at SSRN: https://ssrn.com/abstract=1012622 or http://dx.doi.org/10.2139/ssrn.1012622