A Holistic Performance Management Approach in Business Networks

Abstract:

Companies want to achieve a sustainable financial success through process and performance improvements. Increasing the company’s performance is a good way for sustainable success. Typically, the success is measured by process output metrics. This output mirrors the performance of a company’s processes in the end. It is obvious that for being able to cope with complex business network structures in a derivative supply-demand-structure as well as collaboration cooperation incentives, performance needs to be managed across the whole network to strengthen the own network centrality. The present paper contributes to the development of a new holistic Performance Management in business networks. Thus, a Network Performance Wheel - for a more network oriented approach, and a Process Management Balanced Scorecard - to close the gap between internal and external impacts, are introduced. Also, a PM-VICTORY model is launched for implementing the whole network directed Performance Management.

• Periodical: Materials Science Forum (Volume 957)
• Pages: 231-238
• DOI: https://doi.org/10.4028/www.scientific.net/MSF.957.231
• Online since: June 2019
• Authors: Markus Moritz*, Daniel MANOLACHE, Marian Gheorghe
• Keywords: Business Network, Network Management, Performance, Performance Management

References

[1] Information on http://www.businessdictionary.com/definition/performance.html.

[2] D. Hilgers, Performance Management, Gabler Verlag, Germany, (2008).

[3] Z. Y. Ying, The Impact of Performance Management System on Employee performance, MSc Thesis, University Twente, (2012).

[4] J. Martinez, Assessing Quality, Outcome and Performance Management, World Health Organization, Geneva, Switzerland, (2001).

[5] G. E. Ledford, G. Benson, E. E. Lawler, Cutting-Edge Performance Management, WorldatWork Research 244 (2016).

[6] N. J. Paile, Staff perceptions of the implementation of a performance management and development systems: Father Smangaliso Mkhatswa case study, University of South Africa, (2012).

[7] C. Stevenson, C. Werder, C. Clark, N. Benjamin, Performance Management 2016: People over Process, DDI Brandon Hall Group, (2016).

[8] T. Krullaars, J. Visbeen, The changing performance management paradigm:evolution or revolution, PWC, The Netherlands, (2015).

[9] R. Ireland, T. Cantens, T. Yasui, Organizational Performance Measurement, The Development Compendium 2012, Edition XIII – 1, WCO Research Paper No. 13 (2011).

[10] A. Niedritis, L. Niedrite, N. Kozmina, Performance Measurement Framework with Formal Indicator Definitions, Proceedings of 10th BIR Conference, Riga, Latvia, (2011).

DOI: 10.1007/978-3-642-24511-4_4

[11] S. Tapany, Examining the factors which influence performance measurement and management in the Thai banking industry: an application of the balanced scorecard framework. PhD thesis, Murdoch University, (2014).