International Journal of Productivity and Performance Management

Jääskeläinen, Aki ; Roitto, Juho-Matias

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-01-2014-0001

Purpose – The purpose of this paper is to design and test a model for analyzing organizational performance management (PM) practices. Design/methodology/approach – This study follows the design science approach. Variables affecting the status of PM are reviewed and classified based on existing literature. These variables are analyzed and a compact set of critical variables are chosen to represent PM maturity. Designed model is implemented in practice as a survey receiving 271 responses, and tested by using both quantitative and qualitative approach. Findings – The survey data are utilized in the development of four distinct PM maturity profiles. The empirical results provide understanding on the current PM maturity level and common development targets in Finnish organizations. Research limitations/implications – External validity of the research is compromised by the context and respondent group. More in-depth qualitative studies could provide more understanding on the causes of presented findings. Practical implications – The proposed model offers best practices to develop PM and identifies variables crucial to create satisfaction toward PM. The presented profiles also help in evaluating the status of PM in the organization examined. Originality/value – The originality of the new model relates to its balance between rigor and relevance. In addition, the study is one of the first attempts to widely apply PM maturity models in practice. A distinctive feature of this study is the maturity profiles which are built upon empirical data.

Benmoussa, Rachid ; Abdelkabir, Charkaoui ; Abd, Achraf ; Hassou, Marouane

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-08-2012-0084

Purpose – The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity. Design/methodology/approach – First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company. Findings – The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes. Originality/value – In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.

Ülgen, Veronica S ; Forslund, Helena

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-01-2013-0019

Purpose – The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers. Design/methodology/approach – The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains. Findings – Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier. Research limitations/implications – Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies. Practical implications – The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains. Originality/value – Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.

Manes Rossi, Francesca ; Aversano, Natalia

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-07-2013-0134

Purpose – The purpose of this paper is to analyse the implementation of performance measurement tools by medium-to-large size Italian Local Governments (ILGs) with the aim of establishing their position in comparison with the content of the International Public Sector Accounting Standards Board’s (IPSASB’s) Consultation Paper (CP) on Reporting Service Performance Information and the points of views of other countries. Design/methodology/approach – A survey of all ILGs with more than 50,000 inhabitants has been carried out with the objective of evaluating which kind of performance management tools are implemented; moreover, these results are compared with the content of the IPSASB’s CP to evaluate the role of this guide as well as the main differences between the IPSASB’s approach and the current situation in Italy. Findings – Data collected highlight that several performance measurement tools required by law are generally prepared in ILGs even if a limited use of them for decision-making or accountability purposes occurs. Moreover, in accordance with the opinions of the countries that submitted letters of comment to IPSASB’s CP, Italian results reveal that information on the scope of the service performance information, on the entity’s objectives and their achievement, including a narrative discussion of this achievement, are perceived as relevant. Originality/value – The research investigates the future development of the CP by analyzing the points of view of the countries that submitted letters of comments to IPSASB. It also examines whether the current Italian situation is in line with the IPSASB’s position.

Jesus, Abel Ribeiro de ; Antony, Jiju ; Lepikson, Herman Augusto ; Cavalcante, Carlos Arthur M. Teixeira

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-06-2013-0109

Purpose – The purpose of this paper is to present a survey on Six Sigma and key observations on which variables/management practices are the most important for a successful Six Sigma implementation, as well as the strengths and weaknesses of the practices observed in companies in Brazil. Design/methodology/approach – Five research questions were proposed, and an exploratory field study was carried out. A sample of 103 questionnaires was obtained. In total, 26 independent variables were analyzed, with a factor analysis reducing this number to 14, for which three main constructs were observed. Findings – Large manufacturing industries are implementing the Six Sigma program in Brazil. Three main constructs were observed to be critical for the success of Six Sigma. The strengths and weaknesses of the 14 independent variables studied within each construct were found. Practical implications – This paper has practical implications in that companies can use the conclusions of this study to improve their implementation of the Six Sigma program. Social implications – This research may initiate cooperation between the companies within the study and academia, which may lead to a better understanding of Six Sigma within these organizations. Originality/value – The originality of this study is that the survey was conducted with companies in Brazil, a country that suffers from a lack of information on Six Sigma programs. A robust methodological strategy was used that determined the three most important constructs for successful implementation of Six Sigma.

Parker, David W ; Holesgrove, Melanie ; Pathak, Raghhuvar

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-10-2013-0178

Purpose – Many organisations remain adverse to self-organised teams. The reasons are non-trivial and complex, but it is suspected that not willing to let go to direct control by senior management is at the root cause. There is a perceived security in following traditional, hierarchical chains of command under the guise of reducing risks and maintaining efficiency. The purpose of this paper is to describe the development of a research agenda that will empirically test in the field a range of widely held assumptions around leadership of self-organised teams. In total, 23 companies have agreed to participate in the proposed longitudinal research. Design/methodology/approach – An extensive literature review has identified extant theories, frameworks, and methodologies adopted by researchers to gain greater understanding of self-organised teams. This knowledge will be used as the basis for generating hypotheses for subsequent testing in the field. Findings – There is a considerable knowledge base established for self-organised teams. However, there is limited understanding of the benefits or detrimental effects of self-organised teams on organisational productivity and the appropriate style of leadership. This initial research has identified several hypotheses that will be used to develop questionnaires and instruments for information collection. Research limitations/implications – The tools and techniques presented in this article need to be adapted to the organisation’s specificities as well as to the contextual situation. Practical implications – The work is of significant practical use. The research will be completed in a number of companies. There will be continuous input from operational and executive management. The findings from the work will be disseminated through various channels including workshops and conferences. Companies implementing and using self-organised teams will benefit from the knowledge generated. Social implications – Self-organised teams are used in a variety of settings – commercial businesses, not-for-profit, NGOs. The work will explore issues around behavioural networks and inter- intra-team relationships. Originality/value – There is much rhetoric around the adoption and uses of self-organised teams, yet there appears to be little understanding of the effect of leadership style of these teams and effect on productivity. This work will therefore contribute to the understanding of self-organised teams. While prior research has been conducted in the motivational and behavioural implications of self-organised teams, the knowledge is at best scant when leadership models for self-organised teams and operational factors are explored.

Kumar, Sameer ; Heustis, Dawn ; Graham, Jacqueline M

2015 International Journal of Productivity and Performance Management

doi: 10.1108/IJPPM-03-2014-0046

Purpose – The purpose of this paper is to analyze the US food industry supply chain based on a case study of a leading US global processed food manufacturer to determine areas for improvement in the recall process to reduce the possibility of harming consumers with unsafe products. Design/methodology/approach – Current US Food and Drug Administration and US Department of Agriculture regulations were evaluated to understand the minimum requirements placed upon members of the supply chain within the US food industry. Thereafter, a situation analysis was conducted followed by a cause and effect analysis to illustrate weaknesses within typical recall procedures. Substantiation of the analysis was based on specific information provided by managers from various functional areas of the processed food manufacturer in their interviews and their perspective about the recall/traceability process and its complexities. Findings – Improvement concepts considered were: the implementation of Radio Frequency Identification Technology (RFID); the Food Marketing Institute (FMI) Recall Portal; and standardized global regulations within the food industry. Various phases of RFID are being piloted within the US food industry, but are not yet being widely studied due to the lack of immediate implementation requirements. Specific results pertaining to the FMI Recall Portal are not available due to its recent launch. Research indicated various regulatory processes implemented in individual countries, but no global standards have been agreed upon and initiated. Practical implications – The improvement ideas have implications for timely communication among supply chain partners, resulting in less contaminated product in the hands of consumers. The ability to make these improvements will require collaboration among global suppliers through global regulations and top management support. Originality/value – Understanding the gaps within current regulations and emphasizing the global footprint of how the food industry truly transformed itself into a global marketplace. Future studies need to focus on the cost impact of full RFID implementation across the entire food industry, with an understanding of cost burden ownership and worldwide integration.