Implementing Performance Measurement Systems: a Literature Review

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Int. J. Business Performance Management, Vol. 5, No. 1, 2003


Implementing performance measurement systems: a literature review Mike Bourne* and Andy Neely Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK E-mail: *Corresponding author

John Mills and Ken Platts
Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK Abstract: Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature. Keywords: Performance measurement; management process implementation. Reference to this paper should be made as follows: Bourne, M., Neely, A., Mills, J. and Platts, K. (2003) ‘Implementing performance measurement systems: a literature review’, Int. J. Business Performance Management, Vol. 5, No. 1, pp.1-24. Biographical notes: Dr Mike Bourne is lecturer and Director of Programmes for the Centre for Business Performance, Cranfield School of Management. After a career in industry he spent five years at Cambridge University researching the implementation of performance measurement systems through action research involving over 20 companies. Since joining Cranfield, Mike’s current research has been focused on how companies use performance measures. He has authored and co-authored over 50 papers and books on the subject including Getting the Measure of your Business and The Balanced Scorecard in a Week. He is also the editor of The Handbook of Performance Measurement published by Gee. Andy Neely is Director of the Centre for Business Performance at Cranfield School of Management and Professor of Operations Strategy. Prior to joining Cranfield Andy held a lecturing position at Cambridge University, where he was a Fellow of Churchill College. He has been researching and teaching in the field of business performance measurement and management since the late 1980s and also coordinates the PMA, an international network for those Copyright © 2003 Inderscience Enterprises Ltd.


M. Bourne, A. Neely, J. Mills and K. Platts
interested in the subject. Andy has authored over 100 books and articles, including Measuring Business Performance, published by the Economist and The Performance Prism, published by the Financial Times. John Mills spent 20 years with Shell International and Philips Electronics prior to joining the University of Cambridge in 1992. His industrial experience is in oil exploration and production support and factory, development and business management in consumer electronics, white goods and mobile communications sectors. His research has focused on the development of practical processes for the formation and implementation of manufacturing strategies and the design of coherent performance measurement systems. He was the lead author on the workbook Creating a Winning Business Formula, co-author of Getting the Measure of Your Business and lead author on Competing through Competences, published by Cambridge University Press in July 2002. Dr. Ken Platts is a University Reader in Manufacturing and heads the Centre for Strategy and Performance at the University of Cambridge, UK. He is a chartered engineer...
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