Aaker, D. A.
ABC (activity-based costing)
Abela, A. V.
Abernathy, W. J.
Abma, T.
ABR (activity-based revenue)
accountability. see responsibility and accountability
accounting
financial performance and (see financial performance measures)
police force performance measurement as form of
truth in context of
activity-based costing (ABC)
activity-based revenue (ABR)
activity-centric performance measurement
Adams, Chris
adaptive planning model
beyond budgeting and
complex systems theory
continuous planning cycles, management through
coordination of actions across subunits
front-line teams, planning/strategy/decision making devolved to
KPI (key performance indicator) reporting
resource management
rolling forecast
“sense and respond” management, shift from “make and sell” paradigm to
teams, focus of accountability on
Adorno, T. W.
agency theory
Agle, B.
Ahrens, Thomas
Ailawadi, K. L.
airline delay tracking and assignment systems, anomalies in. See under anomalies in measurement systems
ambiguity and uncertainty. See also loose coupling in performance measurement systems
anomalous high performance and
intrinsic motivation, situations requiring
in knowledge work measurement
in measurement itself
in public sector performance measurement
in specification of performance criteria
Ambler, Tim
American Customer Satisfaction Index
American Express
American Marketing Association (AMA)
Anderson, B.
Anderson, E. W.
Anderson, P.
anomalies in measurement systems see also loose coupling in performance measurement systems
airline industry case studies showing anomalous high performance
accepting responsibility for delay, leading to less accurate measurement
delays, tracking and assigning
perversity and dysfunction in measurement systems
reward and performance, no clear link between
“team delay” category leading to less accurate measurement
vagueness regarding performance criteria
ambiguity model of performance measurement derived from
basic principles of BPM and
accurate measurement of performance
clear specification of performance criteria
compliance-based model of performance measurement derived from
reward and performance, clear link between
high-commitment model of organizations and
public sector perversities and dysfunctions
applied mathematics theory of measurement. see measurement theory
Argyris, Chris
Armstrong, M.
Arora, A.
assets
financial performance measurement and
marketing performance measurement and
attributability in observation of knowledge work
Austin, Rob
axiology
axiomatic or representational measurement theory
Bacal, R.
Baird, L.
Baker, G. P.
balanced scorecard approach
financial performance measurement
institutional/external coherence, lack of
key characteristics
loose coupling of metric and operational response
marketing performance measurement
multiple task problem situations, need for intrinsic motivation in
operations management
shortcomings of
strengths and weaknesses
widespread adoption of
Baldridge, Malcolm, and Baldridge Award
Baldry, C.
Ballantine, J.
Banker, R. B.
Barnard, C. I.
Barwise, P.
Basel Committee on Banking Supervision
basic principles of BPM
accurate measurement of performance
clear specification of performance criteria
compliance-based model of performance measurement derived from
reward and performance, clear link between
BB (beyond budgeting) movement
Bebchuk, I.
behavioural psychology. see psychology
benchmarking
BPM frameworks working with
marketing dashboards
operations management
performance prism and
value of performance measurement and
Bernardin, H.
Best Factories Award
beyond budgeting (BB) movement
Bicheno, J.
Binmore, K.
bio power
biotechnology R&D collaboration and innovation performance. See under innovation performance measurement
Bird, Sheila
Bititci, U. S.
Blau, P. M.
Bonoma, T. V.
Bouckaert, G.
boundaries
of health care systems
of object to be measured
Bourguignon, C.
Boyle, D.
Boyne, G. A.
BPM. see business performance measurement
Bradach, J. L.
brand equity
brand valuation
branding
Brignall, S.
Brignell, J.
British Airways
Brown, Andrew
Brown, M. G.
budgetary control
Buffett, Warren
Burgman, R.
business or management processes. see processes
business performance measurement (BPM) see also more specific topics, e.g. marketing performance measurement
activity-centric
basic principles of
causal model of performance
decision making and performance
defining
dissatisfaction with current performance measures
emergent issues and trends
firm-centric
functional perspectives
future research directions
indicators vs. measures
manageable nature of performance
as management discipline
measurement and performance, relationship between
measurement, defining (See also measurement theory)
organization, performance defined from inside or outside
performance, defining
practical applications and challenges
problems of measurement systems per se
public services
reasons for employing (See also under public sector performance measurement)
relativity of concept of performance
requirements for optimal performance measures
responsibility issues
of subunits
timescale of projects
business process redesign/re-engineering
Buzzell, R. D.
Cameron, J.
Camp, Robert
Campanella, J.
Canada
performance prism framework used in private sector Canadian firm
regional health care systems, use of composite indicators in
capabilities
accuracy of measurement and assessment of
in performance prism framework
public sector competences, identifying
TASK (talent, skill and knowledge) differentials in
capital
capital asset pricing model (CAPM)
Carpenter, M.
cash flow
branding and
as financial performance measurement
marketing dashboards, DCF (discounted cash flow) metrics and
as marketing performance measurement
risk in BPM
Caswell, D. L.
CATWOE
causality
ex post causal ambiguity in observation of knowledge work
performance, causal model of
results–determinants framework
cave analogy (Plato)
CbM. see context-based measurement
Chandler, Alfred
Chapman, Chris
Chartered Institute of Marketing
Checkland, P. B.
Christensen, C. M.
Church, W. Hamilton
Chussil, M. J.
citizen focus and police force performance measurement
Clark, Bruce H.
Clark, Graham
CLV (customer lifetime value)
CMO Council
Coca-Cola
Cockburn, I.
Codman and Shurtleff
cognitive evaluation theory
Cohen, M.
coherence theory
communication and social coherence
company coherence
external coherence
institutional coherence
internal coherence
pragmatic coherence
value coherence
collaboration and innovation performance. See under innovation performance measurement
Collier, Paul
Collins, J. C.
communication
of primary teacher professional development needs
social coherence and
theoretical foundations of BPM
companies. see organizations
comparative performance information. see cross-organizational measurement
competences. see capabilities
competition
balanced scorecard’s failure to address
market-oriented health care systems
results–determinants framework
stakeholder approach of performance prism
complex systems theory
complex tasks and pay for performance schemes
compliance-based model of performance measurement
composite indicators. see health care systems, use of composite indicators in
Compstat model of police force performance measurement
Contandriopoulos, D.
context
importance of
insensitivity to context in observation of knowledge work
multiple context dimensions of performance measurement systems
context-based measurement (CbM)
association of terms
automotive industry case study
changing coding in
construction process
dimensions and terms, determining
grammar
defined and described
designing
importance of context for measures
language-based approach defined and described
lexicon
classifying and factoring
defined and described
recording measures
results, determining
statements, building and entering
structured framework for measuring, use of
WBS (work breakdown structure)
contingency approach
control issues
cybernetics
financial performance of managers (See under financial performance measures)
health care systems, use of composite indicators in
in primary school teacher performance
in public sector performance measurement
SCM (supply chain management) and control of operations
Cooper, R.
Cooperative Bank
Corcoran, F. J.
corporate culture
corporations. see organizations
correspondence theory
Corvellec, H.
cost centre, operations viewed as
“creative accounting”
creative work, intrinsic motivation required for
CRM (customer relationship management)
Crosby, P. B.
cross-organizational measurement
external coherence of BPM systems
in health care systems
in operations management
in SCM (supply chain management)
crowding out theory of motivation
empirical evidence of
theoretical bases for
culture, corporate
Curtis, B.
customer base
business process redesign/re-engineering and
CRM (customer relationship management)
in human activity systems
loyalty of
marketing and (See under marketing performance measurement)
performance prism and
primary school teachers, measuring performance of
public accountability of public sector systems
ROC (return on customer)
satisfaction levels
SCM and (See under supply chain management)
customer equity
customer lifetime value (CLV)
customization of product and loose coupling in performance measurement systems
cybernetics
Dag, Tom
Dale, B. G.
Darwinian view of systems
data envelopment analysis
Datar, S. M.
Davila, A.
Dawes, R.
Dawes, R. M.
Day, G. S.
DCF. see discounted cash flow (DCF) metrics
DeChernatony, L.
Deci, E. L.
decision making
in adaptive organizations
relationship to performance
defining BPM
demand management
Deming, W. Edwards
Dempster, N.
Denis, J. -L.
Denning, Tom, Lord Justice
Derwa, Tom
Descarpentries, Jean-Marie
DHL UK
Diageo
differential capabilities
dimensionalization of measurement
discipline and police force performance measurement
discounted cash flow (DCF) metrics
ROC (return on customer) and
ROI (return on investment) and
suitability of
dividends
Drucker, Peter
DuPont’s pyramid of financial ratios
Dutta, S.
dysfunction. See entries at perversity and dysfunction
earned value measurement (EVM)
earnings per share (EPS)
economic agency theory of reward and performance
economic order quality (EOQ) model
economic profit models used to account for risk in BPM
economic value added (EVA®)
financial performance measurement and
rise in use of
risk in BPM
SCM (supply chain management) and
education, BPM in. see primary school teachers, measuring performance of
EFQM. See European Foundation for Quality Management
Eisenberger, R.
electronic point of sale (EPOS) systems
emergent issues and trends
engineering disciplines, use of measurement in
Enron
enterprise resource management (ERM) applications
enterprise resource planning (ERP) systems
environmental factors
health care systems, use of composite indicators in
in human activity systems
in primary school teacher performance
EOQ (economic order quality) model
epistemic platform and theoretical foundations of BPM
data, truth of vs. belief in
levels of
modelling and dimensionalizing
EPOS (electronic point of sale) systems
EPS (earnings per share)
ERM (enterprise resource management) applications
ERP (enterprise resource planning) systems
Eudoxus of Cnidus
European Foundation for Quality Management (EFQM)
award
Business Excellence Model
financial management performance measurement scheme
Euske, Ken
EVA®. see economic value added
evaluability in observation of knowledge work
EVM (earned value measurement)
evolutionary view of systems
ex post causal ambiguity in observation of knowledge work
external financial reporting
“face” and risk appetite
fact. See under theoretical foundations of BPM
factor analysis (FA)
Fahey, L.
fairness, perception of
Feder, R. A.
feedback loops
closed-loop feedback systems
cybernetics
marketing performance measurement
PDCA (plan–do–check–act) cycle
360-degree feedback
Fiegenbaum, A. V.
Fielding, Michael
financial performance measures
advantages and disadvantages
assets
budgetary control
capital
cash flow
connections between approaches to
“creative accounting”
definition of accounting
external financial reporting and shareholder return on investment
loose coupling of metric and operational response
as mainstay of quantitative approaches to BPM
as major objective of business
managerial motivation and control via
accounting-based techniques
balanced scorecard approach
budgetary control
EVA®
investment centres
non-accounting performance drivers
residual income
responsibility centres
revenue centres
transfer price
non-financial measures vs.
profitability
ratios, pyramid of
relative vs. fixed targets
research challenges in
ROI
strategy mapping
as tool of financial management
firm-centric performance measurement, problem of
firms. see organizations
Fisher, I.
Fitzgerald, L.
Flaste, R.
Fletcher, A.
Fletcher, C.
Ford, Henry
forecasting process
Fornell, C.
Foucault, Michel
Fox, A.
frameworks and methodologies see also specific types, e.g. balanced scorecard approach
CbM
innovation performance measurement
integrated learning theory of (See integrated learning theory of truth)
key characteristics
managerial buy-in
measurement theory of (See measurement theory)
non-core elements
operations management’s need for
reasons for adopting
review of
SCM (supply chain management)
GSCF conceptual framework
metrics, framework for developing
timescale of projects
Fraser, Robin
Freeman, R. E.
Frey, Bruno
Fried, J.
functional perspectives on BPM
funding
of health care systems
police force performance measurement and
primary school teacher professional development and performance measurement
future discounted cash flow (DCF) metrics
ROC (return on customer) and
ROI (return on investment) and
suitability of
Gambardella, A.
gaming
Garvin, D.
GE Measurement Project
GEC/AEI merger
General Electric Company
Geroski, P. A.
Gerwin, D.
Gibbons, R.
Gillette
Gittell, Jodi Hoffer
Gleeson, D.
Global Manufacturing Research Group
Global Supply Chain Forum (GSCF)
goal-setting theory and measurement of teacher performance. See under primary school teachers, measuring performance of
Goddard, Maria
Goldstein, H.
Gooner, R.
Gouldner, A.
governmentality and police force performance measurement
Grady, R. B.
Gray, D.
Greene, D.
grounded theory
Groupe Bull
Gruca, T. S.
GSCF (Global Supply Chain Forum)
Habermas, J.
Hackman, R.
Hall, R. W.
Hall, V. C.
Hammer, Michael
Handelsbanken
Harris, F.
Hayes, R. H.
health care service in UK. See under United Kingdom
health care systems, use of composite indicators in
advantages and disadvantages
boundaries of system
collinearity of variables
combining variables
decision rules, using
definition of composite indicator
efficiency of resource management
environmental or uncontrollable factors, adjusting for
funding of system
international case studies
Canadian regional health care
UK NHS (National Health Service)
US Medicare and Medicaid
WHO (World Health Organization)
multidimensionality, need to deal with
organizational objectives, choosing
policy implications
preferences, eliciting
process vs. outcome measures
risk adjustments
sensitivity analysis
specific indicators or variables, choosing
steps for developing
transformation or standardization of chosen variables on commons scale
units to be assessed, choosing
value measurement
weighting variables
heat charts
Hedberg, B.
Heller, J. F.
Helmholtz, H.
Henard, D. H.
Henderson, R.
“heroic” model of performance measurement
hierarchy of effects
high-commitment model of organizations
high performance with poor performance measurement systems. see anomalies in measurement systems; loose coupling in performance measurement systems
highly skilled workers
creative work, intrinsic motivation required for
knowledge workers (See knowledge work measurement)
in public sector performance measurement
teachers (See primary school teachers, measuring performance of)
Hofstede, G.
Holmström, B.
Hood, C.
Hope, Jeremy
Hoyer, W. D.
Huff, F.
human activity systems
Husbands, C.
ICSs (interactive control systems)
IMA (Institute of Management Accountants)
Imai, M.
incomplete contracts
intrinsic motivation and pay for performance
in knowledge work (See knowledge work measurement)
indicators
composite (See health care systems, use of composite indicators in)
leading
measures vs.
individual reward incentives and risk
industrially radical innovation
information asymmetry in observation of knowledge work
information availability in using pupil progress as measure of teacher performance
information flow structure
information systems, “semi-confusing”
informational measurement
innovation performance measurement
biotechnology R&D collaboration sample study
analysis of patent-based measures
hypotheses of
Poisson regression analysis, use of
results of
testing methodology
categories of radicality
frameworks and methodologies
importance of studying
industrially radical innovation
managerial implications of
organizationally radical innovation
patent citation analysis
advantages of
in biotechnology sample study
citation weighting
limitations of
technologically radical innovation
user-radical innovation
inseparability in observation of knowledge work
Institute of Management Accountants (IMA)
institutional coherence of BPM systems
integrated learning theory of truth
company coherence
data, belief in vs. truth of
designing valid system from perspective of
epistemic platform, modelling and dimensionalizing
external coherence
grounding in reality and life world of performance unit
institutional coherence
internal coherence
proactive truth, real truth, and learning
purpose and objectives of BPM systems, pragmatic coherence to
integration
interactive control systems (ICSs)
International Manufacturing Strategy Survey
intrinsic motivation. See under pay for performance and motivation
inventory turns
investment centres
iQuanta system and police force performance measurement
Ittner, C.
Jacobs, Rowena
Jacobson, R.
Japan’s emergence as economic power
Jatur, S.
Jencks, S. F.
Jensen, M. C.
JIT (just-in-time)
Johnson and Johnson
Johnson, H. T.
Jönnson, S.
Juran, Joseph M.
just-in-time (JIT)
kaizen
Kaplan, R. S. see also balanced scorecard approach
Katila, Riitta
Kay, J.
Keegan, D. P.
Kelleher, Herb
Kelvin, Lord
Kennerly, Mike
Kettl, D. F.
key performance indicators (KPIs)
key result indicators (KRIs)
King, Lord
Knemeyer, Michael
knowledge and power, police force performance measurement as
knowledge work measurement
attributability
context insensitivity
evaluability
ex post causal ambiguity
future research challenges
informational measurement
inseparability
measurability
motivation
motivational measurement
observability (See also observability and BPM)
pay for performance
practical implications of
reliability
TASK (talent, skill and knowledge) differentials
use of term
Koestner, R.
Kogut, B.
Kohn, A.
Kortum, S.
KPIs (key performance indicators)
Krafft, M.
Krantz, D.
KRIs (key result indicators)
Kudlow, Larry
Lambert, Douglas
Land Securities plc
Lane, P.
Lane, R. E.
Langley, A.
language-based approach of CbM see also context-based measurement
Larkey, Pat
Latham, Gary
law enforcement. see police force performance measurement
Lawler, E. E., III
laws and regulations
risk management
stakeholders, legal and regulatory communities as
Lazear, E. P.
leading indicators
league tables
learning approach to validity and truth see also integrated learning theory of truth
learning environments, BPM in. see primary school teachers, measuring performance of
learning, performance measurement as supporting
Leasco–Pergammon affair
Leavitt, B.
Lebas, Michel
lender ratings used to calculate risk in BPM
Lepper, M. R.
Lerner, J.
Likert scale
Likierman, Andrew
Linstone, H.
local customization of product and loose coupling in performance measurement systems
Locke, Edwin
logic and theoretical foundations of BPM
loose coupling in performance measurement systems
defined
local customization of product
multiple context dimensions of measurement systems and
operational responses and performance metrics
in research literature
restaurant chain case study
differing managerial views of company
failed performance measurement reforms in
food margin reporting system
organizational structure
loyalty of customers
Lubatkin, M.
MacNeal, K.
Macro Process Model
Magretta, Joan
“make and sell” paradigm, shift to “sense and respond” management from
Malcolm Baldridge National Quality Award
management
adaptive planning (See adaptive planning model)
BPM as disciple of
financial performance as means of motivating and controlling (See under financial performance measures)
innovation performance measurement, implications of
performance amenable to
police force shift from measurement to
support for BPM projects
management by objectives
management or business processes. See processes
manufacturing flow management
Manufacturing Future Survey
manufacturing, generally. See operations management
March, J. G.
market share
market value, concept of
marketing accountability
marketing dashboards
changing metrics
DCF metrics (See discounted cash flow (DCF) metrics)
definition of marketing for purposes of
future research in
how many and which metrics to include
importance of performance evaluation in marketing
multidimensionality, importance of
planning and performance evaluation metrics differentiated
practical application of
ROC (return on customer)
ROI (return on investment)
marketing, defined
Marketing Leadership Council
Marketing Metrics Project
marketing performance measurement
awareness of product
balanced scorecard
branding
cash flow (See also discounted cash flow (DCF) metrics in marketing)
chain of effects in
customer base
CRM (customer relationship management)
customer loyalty
customer satisfaction
ROC (return on customer)
dashboards (See marketing dashboards)
defining marketing
developing effective systems for
feedback loops
final outcomes
importance of
intermediate outcomes
long-term vs. short-term measurements
market capitalization of firm
market share
marketing activities (marketing mix)
marketing assets
multidimensional schemes
marketing dashboards
reconciling
understanding
practical and theoretical issues
productivity
chain of effects vs.
current importance of topic
historical approaches to
ROI
profitability
ROC (return on customer)
ROI (return on investment)
sales
short-term vs. long-term measurements
stock market performance
branding
market capitalization of firm
marketing dashboards and
reactions to marketing events
viewed as ultimate purpose of marketing
theoretical and practical issues
what to measure
Marketing Science Institute
Markides, C.
Marley, A.
Mason, R.
mathematical validity of measurement frameworks. see measurement theory
Mazvancheryl, S. K.
McGregor, D. M.
measurability
in observation of knowledge work
of primary school teacher performance
measure fixation
measurement
informational
motivational
of performance generally (See business performance measurement)
measurement theory
aspects of object to be measured, selecting
boundaries of object to be measured, delineating
common mistakes in business measurement systems
data used to operate system
defining measurement for purposes of
fundamental concept of
historical development of
indicators vs. measurement systems
psychology and
reasons for employing BPM
representational or axiomatic
scales
sources of data to be measured
stakeholders
steps in constructing practical measurement systems according to
use of results
value measurement
what to measure
measures vs. indicators
Medicare and Medicaid, US
Menon, A.
methodologies. see frameworks and methodologies
Meyer, Marshall
Michelin
Milgrom, P.
Miller, D.
Miller, J. G.
Mintzberg, Henry
misinterpretation
misrepresentation
Mitchell, Falconer
Mitchell, R.
Mitroff, I.
Mittal, V.
Monden, Y.
Moos, L.
Morgan, N. A.
motivation
appropriate motivation for task, providing
challenging objectives, problems associated with setting
crowding out theory of
empirical evidence of
theoretical bases for
extrinsic
fairness, perception of
financial BPM and (See under financial performance measures)
ICSs (interactive control systems)
intrinsic (See under pay for performance and motivation)
knowledge work measurement
pay for performance and (See pay for performance and motivation)
risk and individual reward incentives
“theory X” assumption of
“theory Y” assumption of
motivational measurement
M’Pherson, P.
multi-attribute value theory (MAVT)
multidimensionality
context dimensions of performance measurement systems and benefits of loose coupling
of health care systems
as key characteristic of frameworks and methodologies
marketing dashboards and
in marketing performance measurement (See under marketing performance measurement)
in operations performance objectives
of performance prism
in primary school teacher performance measurement
“silver metric”, impracticality of
multiple task problem
Murphy, K. J.
myopia
Narayanan, V. G.
National Health Service (NHS). See under United Kingdom
National Policing Plan, police force performance measurement
Neely, Andy
neighbourhood policing
net present value (NPV)
new public management (NPM) see also public sector performance measurement
Newtonian view of systems
NHS (National Health Service). See under United Kingdom
Nokia
non-financial performance measures
management requirements for optimal performance measures
problems of
rise of
Noordegraaf, M.
Nørreklit, Hanne
Nørreklit, Lennart
Norton, D. P. see also balanced scorecard approach
NPM (new public management) see also public sector performance measurement
NPV (net present value)
objectives, management by
observability and BPM
attributability
context insensitivity
evaluability
ex post causal ambiguity
information asymmetries
inseparability
knowledge work
measurability
primary school teachers
problems generally arising with
R–H (Ross–Holmström) model
reliability
Olsen, J.
Olsen, S.
operational responses and performance metrics, link between
operations management
balanced sets of measures for
benchmarking
cost
of quality
trade-offs of
cost centre, operations viewed as
dependability and
five operations performance objectives
flexibility
frameworks and methodologies, need for
future research agendas
Japan’s emergence as economic power, effects of
JIT (just-in-time)
kaizen
multidimensionality of
organizational boundaries, moving outside
performance measurement vs. performance management
productivity
psychology of
quality in (See quality)
quantification and its unanticipated consequences
speed
internal and external values associated with
multidimensionality of
trade-offs of
strategic changes in,1960s through 1980s
supply chains
trade-offs between performance objectives
opportunism, principles of BPM encouraging
Orbell, J. M.
order fulfilment process
organizations
company coherence of BPM systems
coordination of actions across
firm-centric performance measurement, problem of
measurement across (See cross-organizational measurement)
performance defined from inside or outside
radicality of innovation in terms of
risk in assessing overall performance of
subunits of
coordination of actions across
performance responsibility
ossification
Osterloh, Margit
Otley, David
Ouchi, W. G.
outcome vs. process measures in health care system composite indicators
P&L (profit and loss) statements. See under supply chain management
parental involvement in primary school teacher performance measurement
patent citation analysis. See under innovation performance measurement
Paton, W. A.
pay for performance and motivation
appropriate motivation for task, providing
clear link between performance and reward as basic principle
complex tasks and
crowding out theory
empirical evidence of
theoretical bases for
extrinsic motivation
fairness, perception of
incomplete contracts, situations involving
intrinsic motivation
crowding out of (see subhead “crowding out theory”, this entry)
disadvantages of
factors favouring or undermining
situations requiring
in knowledge work
perversity and dysfunction related to
for primary school teachers
conflicts between objectives
subjectivity, reliability and measurability problems
PCA (principal components analysis)
peer-based performance reviews
Peppers, D.
performance-based pay. see pay for performance and motivation
Performance Management in Schools initiative see also primary school teachers, measuring performance of
performance measurement, generally. see business performance measurement
performance measurement matrix (PMM)
performance prism
capabilities
case studies
common findings of
DHL UK
private sector Canadian firm
private sector Middle Eastern firm
public sector UK health care organization
public sector US employment services
small charitable association, UK
competition in
key characteristics of existing frameworks, incorporating
managerial buy-in
primary school teacher performance measurement using
processes
reasons for adopting
stakeholder approach
strategies
timescale of projects
perversity and dysfunction associated with basic BPM principles
accurate measurement of performance
clear specification of performance criteria
opportunism, principles encouraging
reward and performance, clear link between
perversity and dysfunction in airline delay tracking and assignment systems
perversity and dysfunction in pay for performance
perversity and dysfunction in public sector performance measurement
anomalous results
cybernetics
different types of, situations leading to
gaming
measure fixation
misinterpretation
misrepresentation
myopia
ossification
police force
pupils’ academic progress as teacher performance measure
reasons for employing measurement associated with particular perversities
suboptimization
tunnel vision
Pfanzagel, J.
phenomenology
facts, truth’s phenomenological grounding in
performance creating firm as phenomenon
philosophical issues in BPM. see theoretical foundations of BPM
Pidd, Mike
Piercy, N.
Pike, Stephen
Pittman, T. S.
plan–do–check–act (PDCA) cycle
planning
in adaptive organizations (See adaptive planning model)
marketing dashboard metrics for
SCM and
Plato’s cave analogy
Plunkett, J. J.
PMM (performance measurement matrix)
Poisson regression analysis
police force performance measurement
as accounting system
antisocial behaviour
BCU (basic command unit), role of
bio power
case studies of four police forces
citizen focus
Compstat model
development of
discipline
fear of crime vs. level of crime
funding and performance, links between
governmentality
history, structure and governance of police force
iQuanta system
as knowledge and power
measurement to management, shift between
National Policing Plan
neighbourhood policing
perverse and dysfunctional consequences of
Police Standards Unit
political dimensions of
PPAF (Policing Performance Assessment Framework)
PSAs (public service agreements)
self-assessment
sovereignty
SP!s (statutory performance indicators)
transitions within sovereignty–discipline–governmentality triangle
political dimensions
of police force performance measurement
of public sector performance measurement generally
Pollitt, C.
Popper, Karl
Porras, J. I.
Porter, Michael
positivism
Powell, Tony
power
police force performance measurement as knowledge and
SCM (supply chain management), power and leadership structure
Power, M.
PPAF (Policing Performance Assessment Framework)
practical applications and challenges
pragmatic constructivism see also theoretical foundations of BPM
coherence
communication and social coherence
pragmatic coherence to purpose and objectives of BPM systems
facts
integrated learning theory (See integrated learning theory of truth)
mechanical realism vs.
reality, concept of
truth
Prendergast, C.
primary school teachers, measuring performance of
agency theory
conflicts between objectives
“customer” (parent/pupil) involvement in
methodology of studying
multiple appraisers
objectives of performance measurement
conflicts between
defined and described
objectives of teachers and goal-setting theory
challenging objectives, problems associated with setting
conflicts between performance measurement objectives and
defining “performance” and “objectives”
environmental uncertainty and control over performance
focusing attention on, measurement to achieve
strategy implementation through goal alignment
overall performance measurement
pay rates and
conflicts between objectives
subjectivity, reliability and measurability problems
Performance Management in Schools initiative
Performance Prism framework used for
policy implications
for professional development
availability issues
conflicts with other objectives
financing issues
identification and communication of needs regarding
pupils’ academic progress as teacher performance measure
availability of information
conflicts between objectives
unintended/dysfunctional consequences of
validity of
self-appraisal
stakeholders
standards for teachers
for strategy implementation through goal alignment
subjectivity, reliability and measurability problems
subordinate involvement in
360-degree feedback
principal components analysis (PCA)
principle agent theory
processes
business process redesign/re-engineering
health care system composite indicators, using process vs. outcome measures in
Macro Process Model of the organization
performance prism and
SCM (supply chain management)
business or management processes
process-based view of
statistical process control
product and service agreements (PSAs)
CRM (customer relationship management) and
customer service management and
supplier relationship management
product development and commercialization
product flow facility structure
production, generally. see operations management
productivity
in marketing (See under marketing performance measurement)
in operations management
in public sector performance measurement
professional development of primary school teachers. See under primary school teachers, measuring performance of
professionals
creative work, intrinsic motivation required for
knowledge workers (See knowledge work measurement)
in public sector performance measurement
teachers (See primary school teachers, measuring performance of)
profit and loss (P&L) statements. See under supply chain management
profitability
as financial performance measurement
as marketing performance measurement
project management, CbM in. see context-based measurement
promotions, monitoring
PSAs (product and service agreements). see product and service agreements
PSAs (public service agreements) and police force performance measurement
psychological contract theory
psychology
intrinsic motivation in
measurement theory and
observability problem
of operations management
performance prism and
TASK (talent, skill and knowledge) differentials
psychometrics
public sector performance measurement
ambiguity and uncertainty
Atkinson Review
cybernetics
education (See primary school teachers, measuring performance of)
health care (See health care systems, use of composite indicators in)
NPM (new public management)
pay for performance in (See also under primary school teachers, measuring performance of)
perversity and dysfunction (See perversity and dysfunction in public sector performance measurement)
police force (See police force performance measurement)
productivity
professionally skilled workers
professionals in
reasons for employing
central control
competences, identifying
determining what works
perversity and dysfunction associated with
public accountability
SSM (soft systems methodology) used to examine
symbolic/political reasons
RSS (Royal Statistical Society) review
public service agreements (PSAs) and police force performance measurement
pupil involvement in primary school teacher performance measurement
pupil progress as teacher performance measure. See under primary school teachers, measuring performance of
pyramid of ratios
quality
cost of
EFQM (See European Foundation for Quality Management)
EOQ (economic order quality) model
internal and external values associated with
Malcolm Baldridge National Quality Award
multidimensionality of
rise in popularity of “quality gurus”
statistical process control
TQM (total quality management)
trade-offs of
Quinn, J. B.
radical innovation. See under innovation performance measurement
R&D (research and development) collaboration and innovation performance. see innovation performance measurement
Rastas, T.
rationalism
ratios, pyramid of
reality/realism
communication and
concept of
integration and
mechanical realism vs. pragmatic constructivism
misleading use of
reasons for employing BPM See also under public sector performance measurement
Rego, L. L.
regulations and laws
risk management
stakeholders, legal and regulatory communities as
Reichheld, F. E.
Reinartz, W.
relative performance contracts
relativity of concept of performance
reliability
in observation of knowledge work
performance-related pay for primary school teachers and
remuneration committees (RemCos)
reporting on KPIs (key performance indicators)
representational or axiomatic measurement theory
research and development (R&D) collaboration and innovation performance. See under innovation performance measurement
residual income
resource management
responsibility and accountability
airline delay tracking and assignment, accepting responsibility in
financial performance measures, responsibility centres for
marketing accountability
public accountability
subunit performance
teams, focus of accountability on
restaurant chain case study. See under loose coupling in performance measurement systems
results–determinants framework
return on customer (ROC)
return on investment (ROI)
financial performance measurement and
in marketing
returns management
returns, shareholder rate of
revenue centres
rewards
clear link between performance and
pay for performance (See pay for performance and motivation)
risk and
Ridgway, V. F.
Riley, F. D.O.
risk and BPM
definition of risk
economic profit models
“face” and risk appetite
in health care systems
heat charts
internal risk management
legal and regulatory requirements
lender ratings
overall company performance, assessment of
perspectives on links between
for quoted companies
reward and risk
SCM (supply chain management), risk and reward structure in
for unquoted companies
VaR (value at risk)
Roberts, John
ROC (return on customer)
Rogers, M.
ROI. see return on investment
rolling forecast
ROMI (return on marketing investment)
Rook, P.
Roos, Goran
root definitions
Rosenbloom, R. S.
Ross, S. A.
Royal Society of Arts, Manufacturers and Commerce
Royal Statistical Society (RSS) review of public sector performance measurement systems
Ruch, W. A.
Rudduck, Jean
Rust, R. T.
Ryan, R. M.
sales as marketing performance measurement
Sarbanes–Oxley Act
SAST (strategic assumption surfacing and testing)
satisfaction of customers
scales
composite indicators, developing
in measurement theory
Scholes, J.
Schonberger, R. J.
SCM. see supply chain management
Searle, J.
SEC (Securities and Exchange Commission)
Securities and Exchange Commission (SEC)
self-appraisal
by police force
by primary school teachers
Selznick, P.
“semi-confusing” information systems
senior management support for BPM projects
“sense and respond” management, shift from “make and sell” paradigm to
sensitivity analysis for composite indicators in health care systems
Sevin, Charles
shareholders
financial reporting to
individual reward incentives and risk
marketing dashboards and shareholder value
risk in BPM calculated using TSR (total shareholder return)
Sharpe ratio
Shell
Shervani, T. A.
Sheth, J. N.
“silver metric”, impracticality of
Simon, C. J.
Simon, H. A.
Simons, R.
Sisodia, R. S.
Skandia
skilled workers
creative work, intrinsic motivation required for
knowledge workers (See knowledge work measurement)
in public sector performance measurement
teachers (See primary school teachers, measuring performance of)
Skinner, Wickham
Slack, N.
SMART (strategic measurement and reporting technique) pyramid
Smith, Peter
social constructivism
soft systems methodology (SSM)
Sonnenfeld, J.
sources of data to be measured
Southwest Airlines
sovereignty and police force performance measurement
speed in operations management
internal and external values associated with
multidimensionality of
trade-offs of
SPIs (statutory performance indicators), police force performance measurement
Srivastava, R. K.
SSM (soft systems methodology)
stakeholders
measurement theory and
in performance prism framework
in primary school teacher performance measurement
star ratings
statistical process control
statutory performance indicators (SPIs), police force performance measurement
Sterling, R. R.
Stern Stewart
Stevens, S. S.
stock market performance
as marketing performance measurement (See under marketing performance measurement)
risk in BPM and
stockholders. see shareholders
strategic assumption surfacing and testing (SAST)
strategic measurement and reporting technique (SMART) pyramid
strategy
in adaptive organizations
mapping
Mintzberg’s description of
in performance prism framework
primary school teacher performance measurement for implementation of
student involvement in primary school teacher performance measurement
student progress as teacher performance measure. See under primary school teachers, measuring performance of
suboptimization
subunits
coordination of actions across
performance responsibility
subjectivity problems of performance-related pay for primary school teachers
subordinate involvement in performance measurement
Sullivan, M. W.
Suppes, P.
supply chain management (SCM)
alignment of performance measures across supply chain
analysing links in supply chain
business or management processes
conceptual framework for
corporate and supply chain performance, linking
corporate culture
cross-organizational comparison and replication
customer base
CRM (customer relationship management)
customer service management
demand management
order fulfilment
performance of customers
P&L statements (see subhead “P&L (profit and loss) statements”, this entry)
product development and commercialization
returns management
defining
demand management
EVA® (economic value added) and
frameworks
GSCF conceptual framework
metrics, framework for developing
future research directions
information flow structure
inventory turns
management components
management methods and philosophies
manufacturing flow management
mapping supply chain
metrics of
framework for developing
need for new types of
problems with existing
strategy and metrics, linking
network structure
operations management and
order fulfilment
P&L (profit and loss) statements
business or management processes, realignment of
developing
operational measures aligned with
value of
planning and control of operations
power and leadership structure
process-based view of
product development and commercialization
product flow facility structure
PSAs (product and service agreements)
CRM (customer relationship management) and
customer service management and
supplier relationship management
replication across organizations
returns management
risk and reward structure
strategy and metrics, linking
suppliers
performance of
P&L statements (see subhead “P&L (profit and loss) statements”, this entry)
SMI (supplier managed inventory)
SRM (supplier relationship management)
time compression
work structure
symbolic reasons for public sector performance measurement
Szymanski, D. M.
Tableau de Bord
tacit knowledge, intrinsic motivation required for transfers of
Tang, S. H.
TASK (talent, skill and knowledge) differentials
Taylor, F. W.
teaching, BPM in. see primary school teachers, measuring performance of
teams, focus of accountability on
technologically radical innovation
theoretical foundations of BPM see also coherence theory; integrated learning theory of truth; measurement theory; pragmatic constructivism
communication
correspondence theory
dimensionalization of measurement
epistemic platform
data, truth of vs. belief in
levels of
modelling and dimensionalizing
facts
correspondence and
in mechanical realism
truth’s phenomenological grounding in
grounded theory
integration
learning approach to validity and truth, See also integrated learning theory of truth)
logic
marketing performance measurement
phenomenology
facts, truth’s phenomenological grounding in
performance creating firm as phenomenon
positivism
rationalism
reality, concept of (See also reality/realism)
social constructivism
truth
belief vs.
coherence theory of
correspondence theory of
integrated learning approach to (see also integrated learning theory of truth)
phenomenological grounding of
pragmatic perspective on
proactive vs. realized or pragmatic
theoretical conditions for valid truth in BPM
values
belief vs. truth
coherence theory and
“theory X” assumption of motivation in organizations
“theory Y” assumption of motivation in organizations
Thomas, A. L.
Thompson, J. D.
360-degree feedback
time compression
timescale of BPM projects
Titmuss, R. M.
Tobin’s q
Tomkins
Torrington, D.
total quality management (TQM)
total shareholder return (TSR) and risk in BPM
Toyota
TQM (total quality management)
Trajtenberg, M.
transaction cost theory
transfer price
Triands, H. C.
truth. See under theoretical foundations of BPM
TSR (total shareholder return) and risk in BPM
tunnel vision
Turnbull requirements
Turney, P. B. B.
Tushman, M.
Tversky, A.
uncertainty. see ambiguity and uncertainty; control issues; environmental factors
United Kingdom
NHS (National Health Service)
composite indicators used to evaluate
performance prism case study
perversity and dysfunction in
public accountability of
performance prism case studies (See under performance prism)
police force (See police force performance measurement)
primary school teachers (See primary school teachers, measuring performance of)
United States
Medicare and Medicaid
performance prism framework used in public sector employment services
SEC (Securities and Exchange Commission)
user-radical innovation
valid measurement frameworks
applied mathematics and (See measurement theory)
in integrated learning theory (See integrated learning theory of truth)
value at risk (VaR)
value measurement
in combining variables for composite indicators
EVM (earned value measurement)
in measurement theory
values in BPM
belief vs. truth
coherence theory
van de Kragt, A. J. C.
Varadarajan, P. R.
variable pay for performance. see pay for performance and motivation
Vickers, J.
Vollmann, T. E.
Wallander, Jan
Walton, R.
Wang Laboratories
WBS (work breakdown structure)
Weiss, A.
Weltanshauung
WHO (World Health Organization), use of composite indicator by
Wiersma, U. J.
Williams, R. S.
Williamson, O.
Wivel, Teddy
Womack, J. P.
work breakdown structure (WBS)
World Health Organization (WHO), use of composite indicator by
Worldcom
Wragg, E. C.