Title: Performance measurement in organisational networks: an exploratory case study

Authors: M. Leseure, N. Shaw, G. Chapman

Addresses: School of Business Administration, Al Akhawayn University, Ifrane, Morocco. Leeds University Business School, Western Campus, Leeds, LS2 9JT, UK. College of Business and Public Administration, Eastern Washington, University, N. 668 Riverpoint Boulevard, Spokane, WA 99202-1660, USA

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.

Keywords: organisation networks; strategic alliances; performance measurement; equity.

DOI: 10.1504/IJBPM.2001.000089

International Journal of Business Performance Management, 2001 Vol.3 No.1, pp.30-46

Published online: 13 Jul 2003 *

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