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Investigating the impact of performance measurement

Holloway, Jacky (2001). Investigating the impact of performance measurement. International Journal of Business Performance Management, 3(2/3/4) pp. 167–180.

DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1504/IJBPM.2001.000097
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Abstract

Managers are continually under pressure to measure the performance of their organisations, but there is little empirical evidence about the impact of such measurement on performance - it is simply assumed that performance measurement will make a positive difference. Explanations of the costs and benefits of performance measurement are constrained by the lack of clear theoretical foundations to many measurement tools and techniques, and an apparent preference for description and prescription in much of the literature. This paper proposes investigations into neglected aspects of organisational performance measurement, reflecting the experiences and concerns of managers and illustrating the potential for theoretical developments to have an impact on practice.

Item Type: Journal Article
ISSN: 1368-4892
Keywords: performance measurement research; implementation; stakeholders; contingency theory; systems theory.
Academic Unit/Department: Open University Business School
Item ID: 1365
Depositing User: Users 12 not found.
Date Deposited: 01 Jun 2006
Last Modified: 02 Dec 2010 19:45
URI: http://oro.open.ac.uk/id/eprint/1365
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