سیستم های اندازه گیری عملکرد: تجزیه و تحلیل مبتنی بر رضایت طرفین از نقش خود
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|13857||2013||19 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Production Economics, Volume 146, Issue 2, December 2013, Pages 524–542
Competitive pressures and advances in product and process technologies challenge performance management systems in terms of their design and their strategic and operational use. Understanding the roles of such systems is a first step in developing and employing the appropriate system capabilities and functions. This paper first identifies the roles a performance measurement system can perform. A synthesis is then used to capture expert views through interviews and a Delphi exercise. Twenty international operations management experts participated in the study—eleven academics and nine industry professionals. The study resulted in a refined list of proposed roles of performance measurement systems from the existing operations literature. The findings from the study show that continuous improvement, organisational learning and change management are new elements that characterise the refined measurement system roles, and that the appropriate PMS roles are contingent on design recommendations. The study provides insights for the design, management and use of PMS in organisations.
Competitive pressures and advances in product and processes technologies are forcing enterprises to revise their strategies and redesign their operations management systems. Developing the necessary position, process and trajectory may provide operations management systems with a more dynamic strategic management capability (Wibe, 2008, Kathuria et al., 2007, Binder and Clegg, 2007, Fernandes et al., 2006, Neely, 2005, Marr and Schiuma, 2003 and Teece et al., 1997). Particularly, organisations are paying close attention to the changing nature of operations performance to the point that Operations Strategic Management Systems used for managing performance is a main focus of many redesign projects (Gomes et al., 2004). The belief is that there will be a positive impact on overall organisational performance if the performance management system is designed, or redesigned, appropriately.
نتیجه گیری انگلیسی
In the study, PMS roles were identified through three refining parts, incorporating theoretical assumptions refined by experts and further tests through two Delphi rounds. The study explored the importance of PMS roles and provided practical insights for designing such performance systems. For studies on operations strategic management system behaviour, a comprehensive understanding of PMS roles is essential. PMS roles, acting as a medium for assessing actual operations strategy or as an enabler for strategic management is a cornerstone of organisational learning and operations management evolution.