Investigating the impact of performance measurement
by Jacky Holloway
International Journal of Business Performance Management (IJBPM), Vol. 3, No. 2/3/4, 2001

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.

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