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Linking strategic objectives and operational performance: an action research‐based exploration

Linking strategic objectives and operational performance: an action research‐based exploration This paper reports on action based research interventions that developed a hierarchy of measures. The contributions lie in: the development of a model that links strategic objectives and operational measures; in the processes through which the model was developed and embedded; and in the way in which difficulties in implementation were overcome. The research was conducted in a major pharmaceutical business, with commitment from senior management, and the engagement of work teams in four different areas at different levels in the organization. The paper reports on the process and highlights a number of lessons learnt. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Measuring Business Excellence Emerald Publishing

Linking strategic objectives and operational performance: an action research‐based exploration

Keith P. Sneyd; Jennifer Rowley
Measuring Business Excellence , Volume 8 (3): 10 – Sep 1, 2004
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10 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1368-3047
DOI
10.1108/13683040410555609
Publisher site
See Article on Publisher Site

Abstract

This paper reports on action based research interventions that developed a hierarchy of measures. The contributions lie in: the development of a model that links strategic objectives and operational measures; in the processes through which the model was developed and embedded; and in the way in which difficulties in implementation were overcome. The research was conducted in a major pharmaceutical business, with commitment from senior management, and the engagement of work teams in four different areas at different levels in the organization. The paper reports on the process and highlights a number of lessons learnt.

Journal

Measuring Business Excellence – Emerald Publishing

Published: Sep 1, 2004

Keywords: Performance management; Performance measurement (quality); Corporate strategy; Pharmaceuticals industry

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