Access the full text.
Sign up today, get DeepDyve free for 14 days.
P. Murphy, J. Daley (1999)
EDI benefits and barriersInternational Journal of Physical Distribution & Logistics Management, 29
Charles-Henri d'Arcimoles (1997)
Human Resource Policies and Company Performance: A Quantitative Approach Using Longitudinal DataOrganization Studies, 18
J. Graafland (2002)
Profits and Principles: Four PerspectivesJournal of Business Ethics, 35
Philip Powell, R. Schmenner (2002)
Economics and operations management: towards a theory of endogenous production speedManagerial and Decision Economics, 23
R. Cagliano, Kate Blackmon, C. Voss (2001)
Small firms under MICROSCOPE: international differences in production/operations management practices and performanceIntegrated Manufacturing Systems, 12
F. Chan, B. Jiang (2001)
The Applications of Flexible Manufacturing Technologies in Business Process ReengineeringInternational Journal of Flexible Manufacturing Systems, 13
Eric Teksten, Steven Moser, Dennis Elbert (2005)
Boards of Directors for Small Businesses and Small Private Corporations: The Changing Role, Duties and ExpectationsManagement Research News, 28
L. Raymond (2005)
Operations management and advanced manufacturing technologies in SMEsJournal of Manufacturing Technology Management, 16
J. St-Pierre, L. Raymond (2004)
Short‐term effects of benchmarking on the manufacturing practices and performance of SMEsInternational Journal of Productivity and Performance Management, 53
Paul Boselie, G. Dietz, Corine Boon (2005)
Commonalities and contradictions in HRM and performance researchHuman Resource Management Journal, 15
M. Swink, R. Narasimhan, S. Kim (2005)
Manufacturing Practices and Strategy Integration: Effects on Cost Efficiency, Flexibility, and Market-Based PerformanceDecis. Sci., 36
Joel Stern, G. Stewart, D. Chew (1995)
THE EVA® FINANCIAL MANAGEMENT SYSTEMJournal of Applied Corporate Finance, 8
B. Becker, Mark Huselid, Peter Pickus, M. Spratt (1997)
HR as a Source of Shareholder Value: Research and RecommendationsHuman Resource Management, 36
M. Hussain, A. Gunasekaran, E. Laitinen (1998)
Management accounting systems in Finnish service firmsTechnovation, 18
S. Pratt (2001)
Business Valuation Discounts and Premiums
Atul Gupta, Frank Whitehouse (2001)
Firms using advanced manufacturing technology management: an empirical analysis based on sizeIntegrated Manufacturing Systems, 12
B. Tabachnick, L. Fidell (1983)
Using Multivariate Statistics
Douglas Dow, D. Samson, Steve Ford (2009)
Exploding the Myth: Do All Quality Management Practices Contribute to Superior Quality Performance?Production and Operations Management, 8
Minjoon Jun, Shaohan Cai (2003)
Key obstacles to EDI success: from the US small manufacturing companies' perspectiveInd. Manag. Data Syst., 103
J. Delaney, Mark Huselid (1996)
The Impact of Human Resource Management Practices on Perceptions of Organizational PerformanceAcademy of Management Journal, 39
P. Cocca, M. Alberti (2010)
A framework to assess performance measurement systems in SMEsInternational Journal of Productivity and Performance Management, 59
A. Atkinson, Ramji Balakrishnan, P. Booth (1997)
New directions in management accounting researchJournal of Management Accounting Research, 9
A. Bartel (1991)
Productivity Gains from the Implementation of Employee Training ProgramsLabor: Human Capital
R. Kaplan, D. Norton (2015)
The balanced scorecard--measures that drive performance.Harvard business review, 70 1
A. Davies, A. Kochhar (2002)
Manufacturing best practice and performance studies: a critiqueInternational Journal of Operations & Production Management, 22
Gaylen Chandler, Glenn Mcevoy (2000)
Human Resource Management, TQM, and Firm Performance in Small and Medium-Size EnterprisesEntrepreneurship Theory and Practice, 25
Monica Franco-Santos, M. Kennerley, Pietro Micheli, V. Martinez, Steve Mason, B. Marr, D. Gray, A. Neely (2007)
Towards a definition of a business performance measurement systemInternational Journal of Operations & Production Management, 27
Derrick D'Souza (2006)
Performance Payoffs from Manufacturing Flexibility: The Impact of Market-Driven MobilityJournal of Managerial Issues, 18
W. Keogh, J. Dalrymple, M. Atkins (2003)
Improving performance: quality costs with a new name?Managerial Auditing Journal, 18
R. Angeles, R. Nath, D. Hendon (1998)
An empirical investigation of the level of electronic data interchange (EDI) implementation and its ability to predict EDI system success measures and EDI implementation factorsInternational Journal of Physical Distribution & Logistics Management, 28
S. Tangen (2004)
Performance measurement: from philosophy to practiceInternational Journal of Productivity and Performance Management, 53
H.D. Fletcher, D.B. Smith
Managing for value: developing a performance measurement system integrating
N. Ndubisi, M. Jantan, Loo Hing, Mat Ayub (2005)
Supplier selection and management strategies and manufacturing flexibilityJ. Enterp. Inf. Manag., 18
G. Garson (2001)
Guide to Writing Empirical Papers, Theses, and Dissertations
P.A. Dierks, A. Patel
What is EVA, and how can it help your company?
Nabil Khoury, K. Smith, Peter Mackay (2009)
Comparing Working Capital Practices in Canada, the United States, and Australia: A NoteCanadian Journal of Administrative Sciences-revue Canadienne Des Sciences De L Administration, 16
R. Burns, J. Walker
A survey of working capital policy among small businesses
P. Garengo, Stefano Biazzo, U. Bititci (2005)
Performance Measurement Systems in SMEs: A Review for a Research AgendaInternational Journal of Management Reviews, 7
M. Kennerley, A. Davies, A. Kochhar (1997)
The integration of strategic measures of performance and cause and effect relationships in manufacturing planning and control system models
K. Alexandris, N. Dimitriadis, Dimitra Markata (2002)
Can perceptions of service quality predict behavioral intentions? An exploratory study in the hotel sector in GreeceManaging Service Quality, 12
E. Laitinen (1996)
Framework for small business performance measurement : towards integrated PM systems
C. Riel, Gerrit Bruggen (2003)
IMPACT: A management judgment tool to predict the effectiveness of corporate advertising campaignsJournal of Brand Management, 11
L. Raymond, J. St-Pierre, Mariel Marchand (2009)
A taxonomic approach to studying the performance of manufacturing SMEsInternational Journal of Business Performance Management, 11
M. Hudson, A. Smart, M. Bourne (2001)
Theory and practice in SME performance measurement systemsInternational Journal of Operations & Production Management, 21
A. Brem, Nico Kreusel, Christian Neusser (2008)
Performance Measurement in SMEs: Literature Review and Results from a German Case StudyInternational Journal of Globalisation and Small Business, 2
D. Montgomery (2018)
Measuring performanceQuality and Reliability Engineering International, 34
Purpose – The aim of this study is to propose a performance measurement and management system (PMMS) for small‐ and medium‐sized enterprises (SMEs), based on an analysis of the connections between these firms' business practices and performance measured by economic value added (EVA). Design/methodology/approach – Secondary data from the PDG ® database was used on a sample of 108 Canadian manufacturing SMEs over two consecutive years. The primary statistical method used was regression analysis to investigate the influence of diverse business practices on EVA in these firms. Findings – This paper shows that EVA can be a useful tool for performance management in SMEs, when used in conjunction with a list of business practices that affect the firm's results. The findings indicate that some business practices have a direct impact on EVA within one year, while others have a deferred influence. The impacts of other practices on EVA were found to be weak or insignificant, an aspect that requires further investigation. Research limitations/implications – The main limitation of this study is the lack of generalizability of the findings. However, the sampled SMEs vary widely in terms of their characteristics, which may mitigate the negative impacts of a non‐probabilistic sample. Practical implications – This study offers a structured methodology to identify the paths leading to better performance in SMEs, through an improved understanding of their business practices' impacts on EVA. Originality/value – To the best of the authors' knowledge, this is the first study that explores the linkage between SME business practices and EVA. When applied in conjunction with a set of business practices, EVA can help managers detect problems and identify sources of improvement.
International Journal of Productivity and Performance Management – Emerald Publishing
Published: Jul 26, 2011
Keywords: Performance management; Business practices; Small to medium‐sized enterprises; Performance management systems; Working practices; Canada; Economic value added
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.