Authors: Umit Bititci, Trevor Turner, Mike Bourne
Addresses: Centre for Strategic Manufacturing, DMEM University of Strathclyde, James Weir Building, 75 Montrose Street, Glasgow G1 1XJ, UK. Centre for Strategic Manufacturing, DMEM University of Strathclyde, James Weir Building, 75 Montrose Street, Glasgow G1 1XJ, UK. University of Cranfield, Cranfield, Bedford, MK43 0AL, UK
Abstract: This paper discusses and disseminates the results of a comparative study conducted by the researchers at Cambridge and Strathclyde, in order to develop a better understanding of the relative merits of their frameworks for performance measurement. The study focuses on a small manufacturing company, which used the process designed by the Cambridge group to design and implement a performance measurement system. The Reference Model developed by the Strathclyde group was then used to audit the company|s performance measurement system. The paper concludes that the two approaches are complementary if a business process view of performance measurement is taken.
Keywords: performance measurement; audit; management process.
International Journal of Business Performance Management, 2001 Vol.3 No.2/3/4, pp.135-153
Published online: 13 Jul 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article