Performance Management

Proposed Track in Performance Management
Dr. Mike Bourne
Centre for Business
Performance; Cranfield
University; UK
+44 (0) 1234 75 1122
Performance measurement
and management systems
Dr. Veronica
Martinez *
Centre for Business
Performance; Cranfield
University; UK
Center for Value
Management, Università
della Basilicata, IT
Darden Graduate School
of Business, University
of Virginia, US
+44 (0) 1234 75 1122
Performance measurement
and value creation
+39 0835 268153
Performance management
and Knowledge Assets.
+ 1 434. 924.4860
Supply chain, business-tobusiness marketing,
strategic procurement and
performance management
* For contact purposes
Prof. Giovanni
Prof. Robert
Key words: Performance measurement, performance management, strategic
performance measurement systems, balanced scorecard, business performance
Track title: Performance management
Today, many organisations place strong emphasis on the adoption and usage of broadspectrum performance management systems (PMS) – as opposed to traditional
financially focused systems. Partially, this has been driven by the popularity of
“balanced scorecards”, a management fad developed by Kaplan & Norton over a
decade ago. In the past, most research in performance measurement and management
systems were focused on the design and implementation. But, there is still an interest
in how to design, implement and use such systems and frameworks; especially in the
development of forward looking measures. Research trends show that the debate is
moving onto "how does performance measurement integrate with other organisational
management systems and processes, such as supply chains?" "What is the effect of
performance measurement on business performance?" "if not, under what
circumstances is performance measurement effective and not effective?" “Is there any
framework to analyse forward looking measures?”
This track is specifically directed towards ’Performance Management: Empowering
Innovations in Theory and Practice’.
The sub-themes will include:
 The impact of performance measurement on intermediate factors and on overall
organisational performance
 The measurement of intangible assets
Performance measurement across supply chains and extended enterprises
The use of performance measurement in public sector and not for profit
The alignment of appraisal/compensation systems and performance measurements
The development of forward looking measures and predicting performance
The alignment of performance measurement and strategy
The link between performance measurement and the planning and budgeting
Theoretical developments in performance measurement
The design, implementation and use of performance measurement and
management systems
Performance measurement context, process and content
The development and implementation of performance measurement systems
Updating and refreshing performance measurement systems
Measure and measurement system review practices and audit techniques
Dysfunctional aspects of performance measurement