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Defining and measuring alignment in performance management

Defining and measuring alignment in performance management Purpose – The purpose of this paper is to develop an operational definition of alignment within the context of a performance measurement and management system in order to create a measurement model that can be used in survey‐based research, particularly under conditions of dramatic strategic change. Design/methodology/approach – Data are collected using an in‐depth case study and analyzed using the methods of grounded theory development. Particular attention is given to multi‐level analysis within an organisation. Findings – Alignment must be assessed with a multi‐dimensional model that looks beyond goals and performance. Distinctions must be made between goals and processes and between intrinsic definitions of alignment and their cultural context. Research limitations/implications – The research was conducted within one major organisation that was undergoing a strategic shift from process efficiency to product innovation. Work by other researchers suggests that the findings may be more broadly generalisable, but further investigation remains to be done. Practical implications – The ability to maintain alignment through a period of transition is a basis of dynamic capabilities. It is found that certain aspects of performance measurement and management must be de‐emphasised during these transitions. Originality/value – By using grounded theory development, this study results in a criterion‐free measurement model of alignment that represents an operational definition of the construct. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Defining and measuring alignment in performance management

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References (55)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443571111172444
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to develop an operational definition of alignment within the context of a performance measurement and management system in order to create a measurement model that can be used in survey‐based research, particularly under conditions of dramatic strategic change. Design/methodology/approach – Data are collected using an in‐depth case study and analyzed using the methods of grounded theory development. Particular attention is given to multi‐level analysis within an organisation. Findings – Alignment must be assessed with a multi‐dimensional model that looks beyond goals and performance. Distinctions must be made between goals and processes and between intrinsic definitions of alignment and their cultural context. Research limitations/implications – The research was conducted within one major organisation that was undergoing a strategic shift from process efficiency to product innovation. Work by other researchers suggests that the findings may be more broadly generalisable, but further investigation remains to be done. Practical implications – The ability to maintain alignment through a period of transition is a basis of dynamic capabilities. It is found that certain aspects of performance measurement and management must be de‐emphasised during these transitions. Originality/value – By using grounded theory development, this study results in a criterion‐free measurement model of alignment that represents an operational definition of the construct.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Sep 20, 2011

Keywords: Alignment; Dynamic capabilities; Performance measurement; Case studies; Grounded theory development

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