Dynamics of performance measurement and organizational culture

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas

SAFFIER; a multi-purpose model of the Dutch economy for short-term and medium-term analyses

Since late 2004, CPB Netherlands Bureau for Economic Policy Analysis has been using the macro-econometric model SAFFIER for its short-term and medium-term analyses. This model resulted from the integration of the quarterly model SAFE and the yearly model JADE. SAFFIER is a multi-purpose model. The quarterly version of the model, used for short-term analyses, only differs from its yearly version, used for medium-term analyses, in the specification of the lag structures. All other (non-technical) specifications are identical in both versions of the model. Simultaneously with the integration of SAFE and JADE, some innovations with respect to the modelling of the wage rate, private consumption, exports, the public sector and the house-price development have been incorporated. In the wage equation, the elasticity of the replacement rate is no longer constant, but is depending on the actual labour-market situation. This publication sketches the outlines of the SAFFIER model, focusing on the main innovations. In order to explain the working of the model, the results from a number of standard shocks are presented.

A Structured Methodology For Tailoring And Deploying Lean Manufacturing Systems

The seminal works of Peter Drucker and James Womack in the 1990’s outlined the lean manufacturing practices of Toyota Motor Corporation (TMC) to become a world leader in manufacturing. These philosophies have since become the springboard for a significant paradigm shift in approaching manufacturing systems and how to leverage them to optimize operational practices and gain competitive advantage. While there is no shortage of literature touting the benefits of Lean Manufacturing Systems (LMS), there has been significant difficulty in effectively deploying them to obtain and sustain the performance that TMC has achieved. This body of work provides a novel methodology to break the deployment process into different elements by assessing the current business practices/interests and relating them to variables that support the philosophies of LMS. It also associates the key areas of lean from an operational perspective and connects the tools to business requirements by guiding the selection process to more effectively choose tools/processes that best fit the business needs. Finally, this methodology looks at different aspects of the deployment variables to provide a structured approach to tailoring the deployment planning strategy based on better understanding of the different interactions/requirements of LMS. The research also provides a validation of the proposed structured methodology to help practitioners leverage the resulting objective/quantitative information from assessing the current business to help coordinate deployment planning effort. The framework considers aspects prior to deployment planning by providing an approach for pre-deployment assessment to provide critical input for tailoring the LMS deployment

Performance measurement: questions for tomorrow

Ever since Johnson and Kaplan (1987) published their seminal article performance measurement gained increasing popularity both in practice and research with over 3600 articles between 1994 and 1996. A précis of the literature on global and business trends predicts that the world is heading towards a networking era dominated by global autopoietic networks. A systematic review of the performance measurement literature concludes that although historically the performance measurement literature had tracked the global business trends our current state of knowledge on performance measurement is not complete and a number of fundamental questions remain unanswered, particularly in the context of future trends

Performance management in collaborative networks: difficulties and barriers

[EN] Global competitiveness obliges to enterprises to collaborate in many processes such as new product and services development in order to shorten the lifecycle, development and commercialization. Therefore, the competence has drifted from an individual focus to a supply chain management one and, from some years, to a collaborative enterprises network approach. It is common to find frameworks for measuring/managing the performance within extended enterprises, supply chains, virtual enterprises, etc. However, few authors deal with a higher level: the collaborative networks one. This concept of enterprises management set up bigger difficulties regarding not only from a conceptual and structural point of view but also considering both the design and posterior development of systems capable of managing the performance achieved in this type of organizations. This work describes both the main difficulties and barriers when trying to apply performance management concepts to collaborative networks. In this sense, it is highlighted the weaknesses of the existing intra-organizational frameworks that cannot be projected, as they are conceived, to manage performance within collaborative networks.Alfaro Saiz, JJ.; Rodríguez Rodríguez, R.; Verdecho Sáez, MJ. (2011). Performance management in collaborative networks: difficulties and barriers. IFIP Advances in Information and Communication Technology. 362:133-139. doi:10.1007/978-3-642-23330-2_15S133139362Hausman, W.H.: Supply chain performance metrics. The practice of supply chain management: Where theory and application converge. Kluwer Academic Publishers, Dordrecht (2003)Coughlan, P., Coughlan, D.: Action research: action research for operations management. International Journal of Operation and Productions Management 22(2), 220–240 (2002)Kaplan, R.S., Norton, D.P.: The balanced scorecard. Measures that drive performance. Harvard Business Review, 71–79 (January/February 1992)Bourne, M.: Designing and implementing a balanced performance measurement system. Control - Official Journal of the Institute of Operations Management, 21–24 (July/August 1999)Neely, A., Adams, C.: Perspectives on Performance. The Performance Prism’ Web Site of Neely A (2001), www.som.cranfield.ac.uk/som/cbp/adn.htmHronec, S.M.: Vital Signs. Amacom, New York (1993)Bititci, U.S., Mendibil, K., Martinez, V., Albores, P.: Measuring and managing performance in extended enterprises. International Journal of Operations & Production Management 25(4), 333–353 (2005)Folan, P., Browne, J.: Development of an extended enterprise performance measurement system”. Production Planning & Control 16(6), 531–544 (2005)Gaiardelli, P., Saccani, N., Songini, L.: Performance measurement systems in the after-sales service: an integrated framework. International Journal of Business Performance Management 9(2), 145–171 (2007)Alfaro, J.J., Ortiz, A., Rodríguez, R.: Performance measurement system for Enterprise Networks. International Journal of Productivity and Performance Management 56(4), 305–334 (2007)Romero, D., Galeano, N., Molina, A.: A conceptual Model for Virtual Breeding Environments Value System. In: Camarinha-Matos, L., Afsarmanesh, H., Novais, P., Analide, C. (eds.) Establishing the Foundation of Collaborative Networks. Springer, Heidelberg (2007)Msanjila, S.S., Afsarmanesh, H.: Trust analysis and assessment in virtual organization breeding environments. International Journal of Production Research 46(5), 1253–1295 (2008)Bititci, U., Turner, T., Mackay, D., Kearney, D., Parung, J., Walters, D.: Managing synergy in collaborative enterprises. Production Planning & Control 18(6), 454–465 (2007)Chalmeta, R., Grangel, R.: Performance Measurement Systems for Virtual Enterprise Integration. International Journal of Computer Integrated Manufacturing 18(1), 73–84 (2005)Francisco, R.D., Azevedo, A.: Dynamic Performance Management In Business Networks Environment. In: Digital Enterprise Technology. Springer, US (2007)Busi, M., Bititci, U.S.: Collaborative performance management: Present gaps and future research. International Journal of Productivity and Performance Management 55(1), 7–25 (2006)Rodriguez, R., Ortiz, A., Alfaro, J.: Fostering collaborative meta-value chain practices. International Journal of Computer Integrated Manufacturing 22(5), 385–394 (2009)Rodriguez, R.R., Gomez, P., Franco, D., Ortiz, A.: Establishing and keeping inter-organisational collaboration: Some lessons learned. International Federation for Information Processing 1, 214–222 (2007)Leseure, M., Shaw, N., Chapman, G.: Performance measurement in organisational networks: an exploratory case study. International Journal of Business Performance Management 3(1), 30–46 (2001

A Systems-Based Framework for the Assessment of Performance Measurement System Implementations in R&D Organizations

Performance measurement is utilized by organizations in all industries, including research and development (R&D). Measures are developed, data are collected, and the measurement results are used to drive the organization. The implicit hope is, of course, that the measures drive the organization to improve. However, literature identifies high failure rates directly related to performance measurement system (PMS) implementations. Establishing the fundamental operational characteristics associated with successful PMSs would provide a significant contribution towards the establishment of PMS assessment criteria. This research addresses this gap through the use of a grounded theory method employed to identify these operational characteristics, assesses the findings against systems theory concepts, and produces a practical assessment framework for R&D PMSs. A grounded theory method was used to identify a theoretical construct of operational characteristics. These operational characteristics were then compared to systems theory axioms and principles to evaluate them in terms of systems complexity. These two steps provided a comprehensive basis for a systems-based assessment of R&D PMS implementations. Finally, the research introduces a framework for assessment, using maturity levels, as a practical contribution by aligning the theoretically-derived operational characteristics and an adaptation of the Capability Maturity Model. The systems-based R&D PMS implementation assessment framework provides practitioners with a means to assess the current state of their PMS implementation and provides guidance needed for them to improve their PMS

Sustainable development : a model Indonesian SRI co-operative : this research paper is presented in partial fulfilment of the requirements for the degree of Master of International Development, Massey University, New Zealand

This research report explores how ‘sustainable livelihoods’ have been achieved at a model cooperative using the ‘System of Rice Intensification’ named SIMPATIK. To conduct the research a novel template was developed. The framework was required following a review of sustainable livelihood literature which found deficiencies with the ‘sustainable livelihoods framework’, particularly its treatment of equity, social capital, culture and agro-ecology which disqualified the framework as an appropriate approach for the research. Amekawa’s (2011) ‘Integrated Sustainable Livelihoods Framework’ which synthesises agro-ecology and the sustainable livelihoods framework is then discussed. Further work is then presented on social capital which this paper argues has a critical role in facilitating access to livelihood capitals. A discussion of the significance of culture then follows to underline its importance as a form of livelihood capital. The research then introduces an operational model that is appropriate to the local cultural, institutional and geographical context to demonstrate how livelihood capitals are linked to livelihood outcomes, a model I have labelled the ‘Apt-Integrated Sustainable Livelihoods Framework’. This framework is then informed through field research at the SIMPATIK co-operative. Impact pathways through ‘synergetic forms of social capital’ and the System of Rice Intensification (SRI) are shown indeed to lead to sustainable livelihood outcomes for research participants. The ‘sequencing’ of livelihood capitals is seen to be critical and the research culminates in the development of a ‘SRI Co-operative Template for Sustainable Livelihoods’; a transferable model that shows how SRI can be promoted as a sustainable livelihood strategy

The international competitiveness of the UK cereals sector

The decoupling of support for crops under the reform of the CAP has led to concern within the UK as to whether its cereal sector can remain competitive when exposed to unprotected international commodity prices. This paper reports on a Global Benchmarking and Competitive Analysis of the UK Cereals Sector. The UK cereals sector was broken down into: Animal Feed Manufacture; Malting, Brewing and Distilling; Flour Milling and Baking; Industrial Applications Starch, Bio-Fuels, Pharmaceutical. Four panels of UK experts were assembled. Each panel identified six main competitor countries to the UK for each supply chain and compiled a list of key factors affecting competitiveness. A total of 1500 questionnaires were distributed. Assurance, traceability, enforcement of regulation, and quality control procedures are regarded as strong in the UK. Supply chains have a good size structure providing a stable supply of raw material, well-located for usage outlets. However there appears to be a lack of co-operation, integration and trust within the supply chains. Specific training and education is required and there is a problem of recruiting and retaining skilled staff. There is a lack of benchmarking and sharing of good practice. There is concern that productivity improvement is threatened by the erosion of the UK research base. Overall a lack of confidence in the future of the sector is impeding entrepreneurship and innovative strategic investment.UK Cereals Sector, International Competitiveness, International Relations/Trade,

Fisheries and aquaculture enterprise development for the Adivasi (Tribal) communities in the northern and northwestern regions of Bangladesh: annual progress and financial report (Jan 2008 - Dec 2008)

The purpose of the project was to increase fish production, household nutrition, income and alternative employment opportunities of vulnerable Adivasi (tribal) people through promotion of small-scale aquaculture and enterprise related activities. The AFP is designed to bring the unused and/or underused seasonal ponds and rice fields into improved productive capacities with methods that are feasible, affordable and acceptable to poor Adivasi households. Also initiatives are taken to ensure that many Adivasi households who are lacking the resources for aquaculture production can also participate in fish harvest, trading of fish seed and foodfish as successful income earning small enterprises.Small scale aquaculture, Participatory approach, Livelihoods, Bangladesh,

Development of a model for performance measurement in just-in-time enabled manufacturing environments.

In this era of globalisation and fierce competition amongst businesses, there is a need to improve advanced operations management philosophies such as just-in-time (JIT) manufacturing to enhance business performance. Literature review shows that there is no mechanism so far to identify key JIT drivers relevant to a given organisation and its production processes, and their impact on enterprise performance. The research carried out here therefore involved the development of a generic performance measurement model to identify and capture the influence of JIT practices on enterprise performance. A conceptual performance measurement model, which was designed based on comprehensive literature review and informal interviews/discussions with both academic researchers and industry practitioners describes the link between JIT drivers (Xi) and measurable performance (Y). This mathematically determined model is aimed at assisting managers in the systematic identification of the influence of key JIT drivers on enterprise performance using a multidimensional tool such as the extended balanced scorecard. The case study approach was selected as the most suitable methodology for testing and validating the conceptual model in JIT enabled production plant and was applied to the production process of Denso Manufacturing (UK) Ltd., a global automotive component manufacturer. A novel eight-step implementation procedure was designed to collect data, which were analysed and validated by design of experiments, linear mathematical modelling, computer based dynamic simulation and analytic hierarchy process tool. The performance measurement model was then successfully applied to a non-automotive component production plant (Risane Ltd.). In conclusion, the performance measurement model can now be suitably applied to JIT enabled manufacturing environments using relevant organisation specific JIT drivers and key performance indicators to optimise system performance. The contribution to knowledge is an innovative, user friendly, robust and multidimensional performance measurement model enabling industry practitioners to optimise JIT processes with substantial performance enhancement. The model could also be applied by future researchers to other operations management philosophies and industries, and at a higher level could be developed into a self-optimising software package, which will enable rapid determination of the key control parameters needed to optimise process performance just in time