Department of Management

Permanent URI for this collectionhttp://localhost:4000/handle/123456789/1930

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Subject: search.filters.subject.Performance measurement

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Now showing 1 - 6 of 6
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    Era of Strategic Performance Management Post 2000: Thinking Beyond Balanced Scorecard (a Literature Review)
    (SSRN, 2012-06) Yadav, Neetu
    Balanced 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 management
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    Theoretical Roots of Flexible Strategy Game-card: An Evolving Strategic Performance Management Framework
    (Springer, 2013) Yadav, Neetu
    In 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.
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    Performance measurement and management frameworks: Research trends of the last two decades
    (Emerald, 2013-11) Yadav, Neetu
    The 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.
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    Analysis of manufacturing supply chain agility performance using Taguchi loss functions and design of experiment
    (Emerald, 2018-11) Rout, Bijay Kumar; Sharma, Satyendra Kumar; Routroy, Srikanta
    The purpose of this paper is to evaluate the agility performance level of manufacturing supply chains using Taguchi loss functions (TLFs) and design of experiment (DoE).
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    Evaluating performance of national R&D organizations using integrated DEA‐AHP technique
    (Emerald, 2008-06) Tikoria, Jyoti
    The purpose of this paper is to evaluate and compare the performance of national R&D organizations in India in terms of their relative efficiencies using a multiple output measurement criteria incorporating the quality of the output measures.
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    Ranking national R&D organisations: a data envelopment analysis
    (Inder Science, 2010-04) Tikoria, Jyoti
    Ranking and awarding the national research and development (R&D) organisations on a multiple criteria is a complex and yet challenging task. In this paper, a hybrid model based on data envelopment analysis/analytical hierarchy process (DEA/AHP) has been applied to rank the national R&D organisations on the basis of their relative efficiencies. This model has been supported as it overcomes the limitations of both the methods when used in isolation that DEA cannot rank all the DMUs and AHP is highly subjective. The advantages of both the methods have been utilised to solve the problem of evaluating and ranking the performance of national R&D organisations in a more refined way. The hybrid model has been demonstrated by taking an illustration of six national R&D organisations considered as decision-making units (DMUs) by taking a set of multiple output measures and one input measure.