Business performance measures and alignment impact on strategy: The role of business improvement models

Rodney McAdam, Brian Bailie

    Research output: Contribution to journalArticlepeer-review

    91 Citations (Scopus)

    Abstract

    The aim of this paper is to explore the longitudinal alignment between performance measures and business strategy. Moreover, the paper will probe the role of business improvement models as a key catalyst in this alignment process. Since the late 1980s performance measurement has become topical with ever-increasing interest in the subject. The increasing interest has been driven by the rapidly changing business environment and strategy, in both the private and public sectors. A literature review covering the current issues concerning performance measurement was undertaken, emphasising the development of performance measurement in relation to business strategy. The continual alignment of performance measures and frameworks with business strategy is stressed. Also, business improvement models are reviewed as possible mechanisms for enabling this alignment. Following this review, a longitudinal case study approach, based on a five-year university/industry learning partnership with an international aerospace organisation, was used to investigate alignment between performance measures and business strategy. The findings of the study confirm that performance measures linked to strategy are more effective. Moreover, the alignment between the measures, measurement framework and the strategy must be continually reviewed and treated as a dynamic and complex issue, rather than a linear mechanistic relationship.

    Original languageEnglish
    Pages (from-to)972-996
    Number of pages25
    JournalInternational Journal of Operations and Production Management
    Volume22
    Issue number9-10
    DOIs
    Publication statusPublished - 2002

    Keywords

    • Business strategy
    • Improvement
    • Performance measurement
    • Quality culture

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