Performance measurement in organisational networks: an exploratory case study
by M. Leseure, N. Shaw, G. Chapman
International Journal of Business Performance Management (IJBPM), Vol. 3, No. 1, 2001

Abstract: This paper is an exploratory case study illustrating the importance of performance measures applied at the level of organisational networks. Traditional practice is limited to measuring performance independently at the level of each member of a network. This paper aims to draft basic principles of performance measurement for organisational networks and focuses on the introduction of the concept of meta-performance, i.e. network-level performance. Meta-performance is a two-dimensional construct which encapsulates (1) the concept of performance per se and (2) the concept of equity within a network. Without a fair distribution of benefits, a network does not perform effectively in its collaborative dimension and thus could fail to perform altogether. The case study illustrates the process of measuring meta-performance.

Online publication date: Sun, 13-Jul-2003

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Performance Management (IJBPM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com