Authors: Robert Johnston, Lin Fitzgerald
Addresses: Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK. Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK
Abstract: This exploratory paper suggests that the current fashion for balanced, integrated performance measurement systems has led to managers focusing on improving the accuracy of the measures used rather than managing the business. Using a grounded theory approach, based on one of six ||successful|| service organisations identified in an earlier study, this empirical study shows one organisation that has resisted this trend. To ensure that time is not wasted on unnecessary accuracy the organisation uses ||good enough|| and relevant measures focused on action and improvement. The measures used not only evaluate initiatives but encourage them and the sharing of information and ideas. For this organisation performance measurement was clearly a facilitator not the raison d|etre.
Keywords: performance measurement; service organisations; change; good enough.
International Journal of Business Performance Management, 2001 Vol.3 No.2/3/4, pp.181-190
Published online: 13 Jul 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article