Department of Management
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Item Era of Strategic Performance Management Post 2000: Thinking Beyond Balanced Scorecard (a Literature Review)(SSRN, 2012-06) Yadav, NeetuBalanced scorecard (BSC) developed by Kaplan and Norton which is extensively used by corporations for performance measurement and control system. Last two decades can be considered as an important period for enterprise performance management system as lot many criticism of BSC has been highlighted by practitioners and researchers and it had given a new way to researchers to think beyond BSC. This paper can be considered as a literature review paper where an attempt has been made to review post 2000 era of strategic performance management in terms of new development made by adding important issues related to development or designing of performance measures, performance measurement systems and performance management frameworks. The study provides an overview about BSC which include its dominance, application, practitioners view about implementation and criticism highlighted in the literature. Further, it discusses important issues raised by researchers for development of integrated performance measurement system and other issues which made an attempt to overcome the shortcomings of BSC. The literature review of around two decades is presented here where the review of 1992-2011is done to get the literature regarding application, criticism and other important issues related to BSC and 2000-2011 period’s review gives an insight about the issues raised by practitioners and researchers related to performance measurement and management system designing and development. This study gives a snapshot of the developments in the area of strategic performance management for the future researchers. The expected outcome of this study is to gain insights from the literature regarding development of integrated and holistic performance management system for the enterprise which leads to an integrated, holistic and dynamic view of enterprise performance managementItem Theoretical Roots of Flexible Strategy Game-card: An Evolving Strategic Performance Management Framework(Springer, 2013) Yadav, NeetuIn the last two decades, many developments have been made in the field of strategic performance management in terms of performance management frameworks/models. The major developments are performance prism, Kanji’s business scorecard, holistic scorecard, system dynamics-based balanced scorecard, etc. One of the attempts made to propose an integrated performance management framework is named as flexible strategy game-card, which intends to support full cycle of strategy formulation, execution, performance measurement, and management. This chapter is an attempt to discuss about this evolving performance management framework in terms of its evolution, the theoretical roots, and application of framework by presenting an illustration. The outcome of the chapter is to share theoretical roots with the researchers and practitioners related to this recent development.Item Development of Flexible Strategy Game-card: A Case Study(Springer, 2014-12) Yadav, NeetuScorecards developed by the companies all over the globe faced a lot of criticism, and the researchers and practitioners realized a need to look beyond the scorecard. Many developments happened in this direction, out of which one of the attempts made to propose flexible strategy game-card, which intends to support the whole cycle of strategy formulation and execution and emphasizes the concept of game-card rather than scorecard. This chapter makes an attempt to develop a flexible strategy game-card for a case company. This case study has been developed in the context of one of the Indian telecom service-providing firms. The game-card has been developed, and an attempt has been made to draw the comparisons of the game-card with the scorecard, which highlights how the game-cards can be helpful to overcome some of the limitations of the scorecard. The outcome of the study is to present the practical application of this evolving performance management framework, which helps to demonstrate the mechanism for the development of game-card to the body of knowledge related to strategic performance management.Item Patanjali Ayurved Limited: A Local Player Posing Threat to Multinationals(ET Cases, 2017) Yadav, NeetuThis case presents the unique story of Patanjali Ayurved Ltd. (Patanjali), which was started in 1997 as a small pharmacy in Uttaranchal by famous yoga guru Baba Ramdev and an ayurveda expert Acharya Balkrishna. It has evolved as a game-changer in Indian consumer goods industry with its ayurvedic, herbal and organic range of groceries, medicines, home and personal care items selling via its 1,200 Patanjali Chikitsalayas (operated in franchise mode), 2,500 Aarogya Kendras (operated in franchise mode), 7,000 stores in villages and 5,600 mobile marketing vehicles, clocking a turnover of INR5,000 crore in the FY 2015-16. It is all set to beat well-established FMCG players like HUL, Dabur, Godrej Consumer Products, Emami and Marico. This case reflects on the success story of Patanjali highlighting the marketing and business-level strategies that enabled sustainable competitive advantage and started posing a threat to well-established MNCs. This case reflects on how Patanjali created its own space in a highly crowded Indian FMCG space. Will it be able to sustain phenomenal growth and emerge as the market leader with revenues of INR10,000 crore by 2017 and INR20,000 crore by 2020?Item Higher Education and Sustainable Development: An Exploratory Study of Indian Management Institutions(Springer, 2017-02) Yadav, NeetuThe objective of this paper is to explore the applicability of sustainability education in the Indian higher education sector. Specifically, we examine Business Management curriculum innovation for sustainability education with an emphasis on course design, content, and delivery mechanism. This study is exploratory in nature and adopts content analysis methodology for analyzing primary data from semi-structured interviews and secondary data from university websites and reports. Our findings reveal that sustainability education initiatives in Indian Business Management schools and departments attempts to create an understanding and build competence on social, environmental, and sustainable aspects of business. But there is still a very long way to go. The objective of self-reflection in students for the betterment of community and planet earth is yet to be achieved by the way of participative and engaged learning.Item Performance measurement and management frameworks: Research trends of the last two decades(Emerald, 2013-11) Yadav, NeetuThe purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011.Item Revisiting performance measurement and management: deriving linkages with strategic management theories(Inder Science, 2014-03) Yadav, NeetuThe interest in performance measurement and management (PMM) has notably increased in the last two decades. The purpose of the paper is to revisit the research and knowledge base of the last two decades related to performance measurement and management and exploring the linkages with theories related to strategic management. A critical analysis of existing performance management frameworks has been carried out and an attempt has been made to derive linkages with strategic management theories. Ten PMM frameworks have been selected for the study, and some classical strategic management theories have been chosen for exploring the linkages of two areas, i.e., strategic management and performance measurement and management. The linkages with strategic management theories help to reflect the relationship between strategy and firm’s performance. The analysis carried out in the study reflects that most of the PMM frameworks follow resource-based view theory, and developments happened post 2000 considered stakeholder theory by inclusion of all the stakeholders, but still the PMM frameworks lack strategic orientation which is an eye-opening result that came out of the study. The results of the study can be validated by one of the empirical studies by Thaker (2011) stating that still business performance management systems are satisfying tactical purposes and are lacking in strategic thinking.Item Total interpretive structural modelling (TISM) of strategic performance management for Indian telecom service providers(Emerald, 2014-04) Yadav, NeetuThe purpose of this paper is to develop a total interpretive structural modelling (TSIM) of strategic factors related to performance management in the context of Indian Telecom Service Providers taking dual perspectives in account, i.e. enterprise perspective and subscribers’ perspective.Item Flexibility Aspects in Performance Management System: An Illustration of Flexible Strategy Game-card(Springer, 2014-03) Yadav, NeetuPerformance management system (PMS) portrays the attainment of an enterprise’s vision and mission through fulfilling the targets and goals. These systems need to follow a cyclic process of continuous improvement with dynamism but, the literature highlights major shortcomings of PMS in terms of lack of causality, feedback approach and lack of dynamism. The study examines the strategic flexibility aspects in PMS through application of one of the recent developments, i.e. flexible strategy game-card. This framework incorporates the situation, actor, process and performance related aspects of an enterprise and combines dual perspective of performance, i.e. enterprise perspective, and customer perspective. The mechanism of implementing flexible strategy game-card has been adopted in the context of one of the Indian automobile manufacturing enterprises, and it is revealed through the study that an effective PMS can become a dynamic system through incorporating the dynamics of external and internal environment, feedback and corrective actions in the existing strategic interventions as well as developing new strategies and business plans.Item Modeling Strategic Performance Management of Automobile Manufacturing Enterprises: An Indian Context(Emerald, 2015-07) Yadav, NeetuThis paper aims to present strategic performance management modeling of the Indian automobile manufacturing enterprises. This will help to understand the hierarchical structure and linkages of different strategic factors related to enterprise performance in a better way. Automobile manufacturing industry is one of the top industries in India. It is of paramount importance to identify the strategic factors and their linkages to understand the strategic performance management issues better.