Emerald | International Journal of Productivity and Performance Management | Table of Contents

IJPPM Editorial 62-5

literatinetwork@emeraldinsight.com (T F Burgess) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

PERFORMANCE MEASUREMENT AND MANAGEMENT IN PRACTICE: ADVANTAGES, DISADVANTAGES AND REASONS FOR USE

literatinetwork@emeraldinsight.com (Andre A de Waal, Karima Kourtit) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - Despite the fact that in recent years performance management and measurement (PMM) techniques and tools have attracted much research interest and that many scholars claim that implementing PMM yields many advantages, there is only a limited number of rigorous, systematic, scientific analysis of empirical studies into the benefits actually experienced by organizations in practice after introducing PMM. In addition little is known about specific reasons for organizations to start using PMM, and about the various relationships, if any, between the advantages, disadvantages and reasons for PMM use.Design/methodology/approach - This article identifies the advantages, disadvantages and reasons for use of SPM which organizations have experienced in practice, based on an extensive literature research and interviews at seventeen prominent Dutch organizations.Findings - The study found four main advantages, two main disadvantages and two main reasons for use.Research limitations/implications - The main limitation is that the number of participating organisations and interviewees could be higher.Practical implications - The practical implication of this research is that implementing and using PMM yields specific benefits for an organization and that management now knows which advantages are to be expected. Originality/value - This research shows that management needs to make the advantages of PMM explicit before the PMM implementation starts and keep stressing these advantages during and after implementation. This will heighten commitment of organizational members for PMM and increase a successful use of PMM.

Measuring the impacts of welfare service innovations

literatinetwork@emeraldinsight.com (Virpi Sillanpää) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - Earlier research highlights the need for the welfare service sector to measure the impacts of their services. However, it seems that the welfare services lack measures to show their long-term effects and impacts. This paper presents a framework to measure the multidimensional impacts of welfare service innovations and reports the empirical results from two case studies.Design/methodology/approach - In the first part of the paper, the impact measurement literature is reviewed and a framework for measuring the impacts of welfare services is presented. The empirical part of the paper reports the application of the framework in two cases for measuring the impacts of interventions in welfare services in Finland. The aim of the case studies was to assess and illustrate the usefulness of the framework designed.Findings - The framework proposed in the research may serve as a practical tool for decision-makers for assessing the impacts of different services and service innovations in the welfare service sector. This type of assessment is needed, for example, when new service innovations are designed and budgeted for. Originality/value - This research introduces a framework for measuring the impacts of welfare services at different levels. In addition, the paper provides information about the measurement process and challenges related to the implementation of impact measurement.

Savings Measurement for Capital Equipment Purchasing: Challenges and Conceptual Model

literatinetwork@emeraldinsight.com (Daniel Maucher, Erik Hoffmann) — Tue, 30 Apr 2013 00:00:00 +0100

Abstract

Purpose - Many companies are not satisfied with the methods used to calculate savings for capital equipment purchasing (CEP), and the existing academic literature does not provide adequate suggestions for solving this problem. Therefore, we will analyze how companies measure savings for CEP and attempt to identify the main challenges in this area. In order to understand which savings measurement system for CEP is appropriate in a specific situation, we will explore the relevant determinants and effects of savings measurement for CEP.Design/methodology/approach - After presenting a description of the theoretical foundations of CEP and savings measurement, the article presents three cases of savings measurement for CEP from manufacturing industry and pinpoints the major challenges involved. These challenges are then discussed with reference to the relevant literature and a conceptual model for savings measurement for CEP is developed.Findings - We identify six procedure-specific and seven behavior-specific challenges. Procedure-specific challenges in savings measurement for CEP primarily address topics concerning components and calculation methods, while behavior-specific challenges mainly involve manipulation, trust and judgment. Our formulated propositions state that savings measurement for CEP is influenced by internal and external determinants and affects CEP’s performance, manipulation and trust, as well as judgments which may be made about CEP’s savings measurement results.Practical implications - The managerial implications of our research concern the successful design and process of savings measurement for CEP.Originality/value - Savings measurement for CEP, as a special case of purchasing performance measurement, has received little attention in the academic literature. Thus, we will present calculation methods, along with identifying and discussing challenges and revealing relevant determinants and effects.

Performance Measurement practices in Software Ecosystem

Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - This paper aims to present the results of a survey study on performance and healthiness measurement practices in a Tunisian software ecosystem. The study evaluates the five dimensions of software ecosystem healthiness: robustness, productivity, interoperability, stakeholder’s (customer and employee) satisfaction and creativity in the Tunisian context.Design/methodology/approach - – In this research a questionnaire was developed and distributed to the 150 Tunisian software ecosystem partners. Findings - The results of this study show that managers should analyze the robustness, productivity, interoperability, stakeholder’s (customer and employee) satisfaction and creativity measures simultaneously in order to enhance the quality of the decision-making process. Research limitations/implications - In this study, one software ecosystem and sixty partners were examined. Future research should increase the number of respondents and the software ecosystem in order to generalize these resultsOriginality/value - This paper is unique in reflecting the general practices and perceptions of software ecosystem organizations on performance and healthiness measures in Tunisia.

Integration of project-based management and change management: Intervention methodology

Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and evolving global business environment. Whilst a number of theories of change management are widely accepted, literature suggests they are falling short of their endeavors as a result of the theories lacking a useful framework to successfully plan, implement and manage change. Design/methodology/approach - This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK. As such, change management can be considered a project and utilize project-based processes to successfully implement change. Findings - Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives. Research limitations/implications - It was purported the technical background of traditional project managers has resulted in a focus on tasks and results rather than the human aspects and softer skills of CM, which are equally valuable to project success. Bridging these two gaps could increase the success of CM initiatives and similarly enhance the success of projects-based interventions.Practical implications - The high failure rate of change interventions suggests improvements could be made to its management, monitoring and control. The analytical focus of this research was in how the common and most utilised CM models could be improved with PM processes in order to appropriately deliver successful change. Using PMBoK and PRINCE2 as a reference, a number of PM processes and techniques have been detailed which demonstrate the applicability of project-based processes for implementation of CM initiatives.Originality/value - The lack of a suitable guiding framework for CM suggests the creation of a CM body of knowledge and alignment of CM processes could enhance the field. Although CM encompasses a broad range of possible change models, the attempts by CM theorists to apply a formal structure to the change process have been scant. Treating change initiatives as a temporary project and subsequently integrating CM with PM processes will capture synergies between the two areas.