The role of existing measures in developing and implementing performance measurement systems

It was found that the process was strongly guided by the need to identify existing reports and metrics at different levels within the organization, which informed the development and implementation of the new performance measurement system.

Abstract

Purpose The purpose of this study is to investigate the role of existing, local performance measures in the process of developing and implementing an integrated performance measurement system. Performance measurement has received much attention since the 1980s, based on the notion that performance measurement systems should be adapted to modern manufacturing systems. However, relatively few empirical studies have investigated implementation processes of such systems. Design/methodology/approach The paper describes a case study of the development of a performance measurement system in a medium‐sized company. Findings It was found that the process was strongly guided by the need to identify existing reports and metrics at different levels within the organization, which informed the development and implementation of the new performance measurement system. This is a more significant role than has usually been proposed in the literature – one side of the gap between existing measures and an ideal system that has first been developed following a kind of “greenfield” approach. Research limitations/implications Future research could use other longitudinal case studies to obtain more insights into development and implementation processes, and also focus on information systems in these processes. Originality/value The value of this paper lies in highlighting the interplay between organizational experiences that are embedded in informal, local performance reports and new performance measurement initiatives that are initiated from a higher management‐level.