Journal articles: 'Enterprise performance management (EPM)'

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Cokins, Gary. "Enterprise Performance Management (EPM) and the Digital Revolution." Performance Improvement 56, no. 4 (April 2017): 14–19. http://dx.doi.org/10.1002/pfi.21698.

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Calleja, Ricardo, and Domènec Melé. "Valero’s “Enterprise Politics”: a model of humanistic management and corporate governance." Journal of Management Development 36, no. 5 (June 12, 2017): 644–59. http://dx.doi.org/10.1108/jmd-12-2015-0187.

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Purpose The purpose of this paper is to present and interpret the “Enterprise Politics Model (EPM)” developed by Professor Antonio Valero, Founder and first Dean of IESE Business School, University of Navarra, Spain. Design/methodology/approach Drawing from a careful reading of Valero’s writings in their original context and some developments of these by his followers, this paper systematically presents and discusses the key ideas of Valero’s model for management and corporate governance. Findings The main features of Valero’s philosophy of the firm and of senior management can be summarized in four points: the firm as a community of persons; the firm as an intermediate social institution serving the common good of society; the different nature of political and technical practice, which leads senior management to exercise practical reason – not only science or technique, and at the same time a kind of political art, or wisdom; and the role and responsibility of entrepreneurs and top management. Valero emphasizes the political nature of management and, from a practical perspective, suggests a global analysis based on four big areas of governance: business activity, managing structure, institutional configuration, and professional community. He makes his model applicable by developing “political procedures”. Research limitations/implications Valero’s “EPM” is an original humanistic approach to management and corporate governance, with implications to business education. Valero’s contributions were based on his business and teaching experience and in a deep humanistic background, but adopted an intuitive outlook and need further conceptual development, actualization to contemporary business context and empirical research on the relationship between this model and performance. Practical implications Valero’s “EPM” is a practically oriented humanistic approach to management and corporate governance which can be a realistic alternative to conventional, and often criticized, approaches to management and corporate governance. In fact, it has already been successfully applied in several companies. Social implications In a context of growing discontent toward capitalism and the role of business in society, the “EPM” – discussed in this paper – shows how business might be run and organized to be socially responsible, contributing to the common good and respecting individual rights and flourishing. Originality/value The paper discusses, systematizes and interprets an innovative way of understanding management and corporate governance.

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Zhang, Ke Wei. "Design for Enterprise Asset Management Evaluation System of Power Generation Enterprises Based on KPI." Advanced Materials Research 694-697 (May 2013): 3401–5. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.3401.

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Design for enterprise asset management (EAM) evaluation system of power generation enterprises based on key performance indicator (KPI) is proposed according to application of enterprise asset management system in power generation enterprises. KPIs preparations for implementation, goals and design principles are discussed. KPI-based EAM indicators of power generation enterprises are divided into operation management indicators, maintenance management indicators and materials management indicators in three parts. Finally benchmarking management analysis, comparative analysis of time trends and horizontal comparative analysis are used to analyze and evaluate the indicators.

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Aksoy, Lerzan, Sabine Benoit, Shreekant G. Joag, Jay Kandampully, Timothy Lee Keiningham, and An L. Yan. "Enterprise feedback management (EFM): what lies beyond the hype?" Journal of Service Management 32, no. 1 (July 28, 2020): 53–69. http://dx.doi.org/10.1108/josm-03-2020-0070.

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PurposeThe needs of CMOs to utilize a firm's data productively in order to support decision-making combined with the reported benefits of enterprise feedback management solutions has resulted in a rapid rise in usage and valuation of EFM providers. The explicit promise of EFM providers is improved financial performance, whereas there is no scientific research investigating this link. To investigate the link between EFM usage and financial performance is core of this research.Design/methodology/approachTo gain insight into this link survey data from 127 US-based firms on their usage of EFM platforms was linked to their stock market performance over several years.FindingsThis research did not find any significant positive relationships between different aspects of EFM usage investigated and stock returns. It is important to note that these results should not be taken as validation that EFM systems do not result in positive financial outcomes for firms. It may be that superior market performance as measured through stock returns is difficult to observe through a cross-sectional analysis. Instead these results indicate that superior market performance as measured through stock market performance is not an obvious, generalizable outcome for firms that have adopted EFM systems.Originality/valueEFM has rapidly grown across many consumer facing industries, with EFM platform providers receiving very high market valuations on relatively small revenue streams. This is one of the first scientific papers to study the usage and impact of these EFM systems.

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Rats, Juris, and Gints Ernestsons. "Clustering and Ranked Search for Enterprise Content Management." International Journal of E-Entrepreneurship and Innovation 4, no. 4 (October 2013): 20–31. http://dx.doi.org/10.4018/ijeei.2013100102.

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The aim of this work is to understand more closely where the border lies between relational and Not Only Structured Query Language (NoSQL) platform as concerns Enterprise Content Management (ECM) area. Another objective (closely related to the first one) is to specify the conceptual architecture of the distributed ECM system. The authors specify the model of the prototype ECM system and compare two platforms for this model – MS SQL based for the relational platform and Clusterpoint for the NoSQL platform. The results of performance measurements of SQL and NoSQL technologies for Enterprise Content Management specific tasks are presented and analyzed. The viability of NoSQL Document-oriented database solution based on clustering and ranked search is demonstrated. The ways to leverage the improved performance and scalability of the software to better serve the business needs of the Enterprise are discussed. The conceptual architecture of the prototype system is outlined.

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Mirsky, Matthew M., Ruth Ann Marrie, and Alexander Rae-Grant. "Antidepressant Drug Treatment in Association with Multiple Sclerosis Disease-Modifying Therapy." International Journal of MS Care 18, no. 6 (November 1, 2016): 305–10. http://dx.doi.org/10.7224/1537-2073.2016-056.

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Background: The Explorys Enterprise Performance Management (EPM) database contains de-identified clinical data for 50 million patients. Multiple sclerosis (MS) disease-modifying therapies (DMTs), specifically interferon beta (IFNβ) treatments, may potentiate depression. Conflicting data have emerged, and a large-scale claims-based study by Patten et al. did not support such an association. This study compares the results of Patten et al. with those using the EPM database. Methods: “Power searches” were built to test the relationship between antidepressant drug use and DMT in the MS population. Searches were built to produce a cohort of individuals diagnosed as having MS in the past 3 years taking a specific DMT who were then given any antidepressant drug. The antidepressant drug therapy prevalence was tested in the MS population on the following DMTs: IFNβ-1a, IFNβ-1b, combined IFNβ, glatiramer acetate, natalizumab, fingolimod, and dimethyl fumarate. Results: In patients with MS, the rate of antidepressant drug use in those receiving DMTs was 40.60% to 44.57%. The rate of antidepressant drug use for combined IFNβ DMTs was 41.61% (males: 31.25%–39.62%; females: 43.10%–47.33%). Antidepressant drug use peaked in the group aged 45 to 54 years for five of six DMTs. Conclusions: We found no association between IFNβ treatment and antidepressant drug use in the MS population compared with other DMTs. The EPM database has been validated against the Patten et al. data for future use in the MS population.

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Fang, Chin-Yi Fred. "Perspective of Local Government on the Performance Assessment of District Sports and Leisure Centers." Sustainability 12, no. 21 (October 31, 2020): 9094. http://dx.doi.org/10.3390/su12219094.

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This paper addresses the problem of performance management of operate-transfer (OT) project finance for public sports and leisure centers (SLC) from the perspective of local government. This study contributes to use an evolutionary theory of competitive advantage and mixed-methods, including a modified Delphi method to develop the efficiency-based performance model (EPM) under OT project finance for the public SLCs. The total-factor framework disaggregating the efficiency into an innovative output surplus target ratio (OSTR) provides local governments with a contracted period to manage the SLCs through further specific improvement advice. This study further proposed the four-quadrant matrix formulated by long-term efficiency and short-term profitability to identify the benchmark and improvement directions. The empirical results indicated that there are fifteen SLCs located in the benchmark quadrant. This study provides policy makers in the local governments with a scientific reference to keep or drop the current operating private enterprise in the next concession period. The most underperforming SLCs could follow this proposed quadrant analysis and OSTR index, utilizing their internal resources to develop more attractive and reasonable-price exercise courses for participant growth.

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Günther, Edeltraud, and Susann Kaulich. "The EPM-KOMPAS: an instrument to control the environmental performance in small and medium-sized enterprises (SMEs)." Business Strategy and the Environment 14, no. 6 (2005): 361–71. http://dx.doi.org/10.1002/bse.437.

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Hocine, Nadia. "Agent-based access control framework for enterprise content management." Multiagent and Grid Systems 17, no. 2 (August 23, 2021): 129–43. http://dx.doi.org/10.3233/mgs-210346.

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Telework is an important alternative to work that seeks to enhance employees’ safety and well-being while reducing the company costs. Employees can work anytime, any where and under high mobility conditions using new devices. Therefore, the access control of remote exchanges of Enterprise Content Management systems (ECM) have to take into consideration the diversity of users’ devices and context conditions in a telework open network. Different access control models were proposed in the literature to deal with the dynamic nature of users’ context and devices. However, most access control models rely on a centralized management of permissions by an authorization entity which can reduce its performance with the increase of number of users and requests in an open network. Moreover, they often depend on the administrator’s intervention to add new devices’ authorization and to set permissions on resources. In this paper, we suggest a distributed management of access control for telework open networks that focuses on an agent-based access control framework. The framework uses a multi-level rule engine to dynamically generate policies. We conducted a usability test and an experiment to evaluate the security performance of the proposed framework. The result of the experiment shows that the ability to resist deny of service attacks over time increased in the proposed distributed access control management compared with the centralized approach.

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Kaganski, S., and S. Toompalu. "Development of key performance selection index model." Journal of Achievements in Materials and Manufacturing Engineering 1, no. 82 (May 1, 2017): 33–40. http://dx.doi.org/10.5604/01.3001.0010.2077.

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Purpose: The main idea of this paper is to introduce the refined model for selection of the Key performance indicators (KPI). The KPI selection model can be considered as a tool for analysis of the enterprise, which should be able to simplify the choice of the right metrics for the company, where study has been conducted. The Enterprise analysis model (EAM) will provide the information regarding weak spots on the production and provide further steps to the management. Those actions will save time and reduce resources that are necessary to implement metrics in company. Design/methodology/approach: Main activities performed include: optimization of EAM; Fuzzy AHP and SMARTER criteria’s for ranking the KPIs; reliability analysis and weights appointment to questions and KPIs. In addition, the expert group has participated in the analysis of this work and has made a high impact on the results. Findings: The main result of this work is the final version of the KPI selection model. Research limitations/implications: The future research should be focused on optimization of the model and in adding additional module for automatic data collection. The Production Monitoring System (PMS) that should help to collect data about the status of the machine park, taking into account the downtime, overall equipment efficiency (OEE) and etc. Practical implications: The proposed model can be used in SME (small and medium enterprises) in order to improve the productivity. The concept was tested in particular company. Originality/value: The KPI selection model combine different methodologies into one general approach. Due to this fact, the process of finding right metrics can be reduced significantly. The proposed approach allows saving resources for the research of metrics.

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Harr, Andrea, Jan vom Brocke, and Nils Urbach. "Evaluating the individual and organizational impact of enterprise content management systems." Business Process Management Journal 25, no. 7 (October 14, 2019): 1413–40. http://dx.doi.org/10.1108/bpmj-05-2017-0117.

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Purpose The purpose of this paper is to gain a deeper comprehension of the nature of enterprise content management systems (ECMS) success by exploring factors that are important in the context of ECMS success, i.e. how these factors can be measured, and how they are interrelated. Design/methodology/approach The paper develops a success model specific to the enterprise content management (ECM) domain that builds on the DeLone and McLean information systems (IS) success model. The model is empirically tested by means of structural equation modeling applying the partial least squares approach and using data collected in an online survey. Findings The results show that ECMS positively affects organizational content management in terms of efficiency, collaboration and compliance. It also provides evidence that the use of the ECMS alone does not provide impact to the organization, but needs to be moderated either by the impact of the ECMS on the user or the users’ satisfaction of the ECMS. Practical implications For practitioners, the model identifies the factors that influence the success of ECMS. Practitioners can monitor these factors as performance indicators to improve users’ satisfaction with the ECMS and, thus, the success of their ECMS. Furthermore, the results can support practitioners in understanding the multiple facets of ECMS success to improve how they plan and prepare for ECM investments. Originality/value The study’s results contribute to theory by extending and empirically testing the D&M IS success model in a new domain and system context. The presented research is the first to empirically validate a comprehensive ECMS success model that extends knowledge related to ECM by examining the relationship between the quality dimensions and the success measures.

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Cheng, Yung-Ming. "Understanding cloud ERP continuance intention and individual performance: a TTF-driven perspective." Benchmarking: An International Journal 27, no. 4 (April 3, 2020): 1591–614. http://dx.doi.org/10.1108/bij-05-2019-0208.

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PurposeThis study's purpose is to propose a hybrid model based on expectation-confirmation model (ECM) and technology acceptance model (TAM) to examine whether organizational users' perceived task-technology fit (TTF) in cloud enterprise resource planning (ERP) as an antecedent to user beliefs can directly and indirectly affect their continuance intention of cloud ERP and individual performance.Design/methodology/approachSample data for this study were collected from end users of cloud ERP working in companies in Taiwan. A total of 500 questionnaires were distributed in the 50 sample companies, and 355 (71.0%) usable questionnaires were analyzed using structural equation modeling in this study.FindingsThis study showed that organizational users' perceived TTF contributed positively to their perceived usefulness, confirmation and perceived ease of use of cloud ERP, which in turn directly and indirectly led to their satisfaction with cloud ERP, continuance intention of cloud ERP and individual performance; that is, this study's findings strongly supported the research model integrating ECM, TAM and TTF model with all hypothesized links being significant.Originality/valueThis study contributes to an understanding of the TTF model in explaining organizational users' cloud ERP continuance intention that is difficult to explain with only their utilitarian perceptions of cloud ERP. Further, it is especially worth mentioning that this study places considerably more emphasis upon organizational users' individual performance greatly driven by their perceived TTF in cloud ERP and continuance intention of cloud ERP. Thus, this study's empirical evidence on incorporating ECM, TAM and TTF model can significantly enhance better understanding of the outcomes for cloud ERP continuance intention and shed light on the possible formulation of a richer post-adoption model.

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Wang, Ya Ning, and Yi Hong Zhao. "Study on Organizational Design of Enterprise Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2889–92. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2889.

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Enterprise project management (EPM) is a new enterprise managing pattern, which organizational design of enterprise needs to fit with. The characteristics of project organization and enterprise organization are analyzed, and organizational requirement of enterprise project management are discussed. Based on these analyses, the paper puts forward organization forms of enterprise project management, and discusses how to select the enterprise project management organization (EPM organization).

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Li, Xuechun, Yuehuan Tang, Ningrui Yang, Ruiyao Ren, Haichao Zheng, and Haibo Zhou. "The value of information disclosure and lead investor in equity-based crowdfunding." Nankai Business Review International 7, no. 3 (August 1, 2016): 301–21. http://dx.doi.org/10.1108/nbri-01-2016-0002.

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Purpose How to free the potential power of the capital market while simultaneously protecting the investors is critical in equity-based crowdfunding. To realize these goals, the purpose of this study was to investigate the value of information disclosure and leader-follower mechanism which have been widely adopted by crowdfunding platforms. Design/methodology/approach Based on the Elaboration Likelihood Model (ELM), a research framework was developed. Then, the authors conducted an in-depth exploratory empirical study of Dajiatou (www.dajiatou.com) which is a typical equity-based crowdfunding service provider in China. Independent-samples t-test and linear regression were used to uncover the value of project information disclosure and the lead investor in terms of fundraising performance improvement. Findings First, the quality of entrepreneurial team information, especially the ratio of full-time staff, staff number and enterprise business age, significantly improve fundraising performance. Second, entrepreneurs’ behaviors, including project updates and project video, play important roles in crowdfunding. Third, whether or not the project has a lead investor, leader’s credibility information and his/her advocacy behaviors – percentage of their investment, identity certification, investment experience and comments for projects – are important factors affecting fundraising performance. Research limitations/implications The authors are one of the firsts to apply ELM to investigate the effects of diverse information on fundraising performance in equity-based crowdfunding. The value of lead investor which has been ignored in prior research was studied through second-hand data. Practical implications First, an equity-based crowdfunding platform should request the entrepreneur to disclose project quality-related information with more details. Second, crowdfunding platforms should set a high qualifications level for lead investor, and limit the lead investor’s committed percentage in a specific project. Originality/value This paper extended the research in crowdfunding by uncovering the value of information disclosure and lead investor based on ELM theory.

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Rebelato, Marcelo Girotto, Luciana Maria Saran, Thiago Pereira Paulino, and Andréia Marize Rodrigues. "Environmental performance assessment (EPA): a case study in a graphic company." Management of Environmental Quality: An International Journal 28, no. 4 (June 12, 2017): 593–608. http://dx.doi.org/10.1108/meq-03-2016-0022.

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Purpose The purpose of this paper is to present a case report involving environmental performance analysis of a big Brazilian graphic company. Design/methodology/approach An “environmental performance indicator” (Iepa) was developed, which is calculated taking into consideration the weighting of potential environmental impact of each residue/sub-product generated, the relative spatial dispersion which each residue/sub-product can reach and adequacy evaluation of final allocation accomplished by the company for each residue/sub-product. Findings Despite the evidence that the corporations emit gases generated by the burning of volatile organic compounds to the atmosphere, the result obtained is favorable to enterprise, largely, due to the adequate allocation given to industrial effluent, which is the waste with the largest share on Iepa (50.2 percent). Industrial effluent is collected by a company licensed by Environmental Sanitation Company of the state of São Paulo, which is an environmentally adequate practice. The result of Iepa=90.8 percent is explained by the large amount of CO2 emitted by the operations into the atmosphere throughout the year. Practical implications The method used can be applied to measure the environmental impact generated by any business of a graphic service sector. Originality/value The authors observed, in the specialized literature, a small number of works dealing with the environmental management of graphic sector companies, as well as methodologies for assessing the environmental performance of companies through environmental performance indicators. The originality of the work is in the developed method, which takes into account: the potential impact of each residue/sub-product generated; the amount of each residue/sub-product generated in a given time period; the dispersion that each residue/sub-product can attain; and the evaluation of eventual allocation of each residue/sub-product.

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Neher, Alain, and Jane Maley. "Improving the effectiveness of the employee performance management process." International Journal of Productivity and Performance Management 69, no. 6 (November 18, 2019): 1129–52. http://dx.doi.org/10.1108/ijppm-04-2019-0201.

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Purpose The purpose of this paper is to explore the role of managerial values in improving the effectiveness of employee performance management (EPM). Design/methodology/approach The research has been conducted as a conceptual study, in which EPM criteria are compared to managerial values and the related maturity model. A thorough review of the EPM and values literature identified relevant and significant works. Findings Despite copious extant literature on EPM, the process is riddled with persistent problems, particularly concerning the manager’s enthusiasm to adequately implement EPM and its subsequent effectiveness. A managerial grounded values framework is, therefore, proposed. Using a circular approach that is assisted by a values maturity model, it serves as a charter that guides the supervisor’s actions, goals, choices, decisions and attitudes; principles that are very much at the heart of an effective EPM process. Curiously, managerial values and EPM have not generally been connected. Practical implications This values-based circular framework contributes to the effectiveness of the EPM process and thus to a positive EPM experience that motivates, enhances engagement and guides personal development. When enacted individual values and EPM are linked, they are argued to lead to sustained superior financial performance. Originality/value This study makes an important and novel contribution to the performance literature by using a values-based maturity model to improve the effectiveness of the EPM process.

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Linke, Michael. "Impact of Global Hyperconnectivity and Increased Smartphone Usage on the Delivery and Structure of IT Organizsation in Transport Logistics." International Journal of Applied Logistics 4, no. 2 (April 2013): 18–33. http://dx.doi.org/10.4018/jal.2013040102.

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Improved technical IT possibilities in terms of performance, availability, usability, as well as cheaper prices through mass production on a worldwide basis, led to a global, multiconnected, so called ’hyperconnected’ market, of people, goods, ideas and techniques. This situation results in higher demands and a higher customer expectation on a B2B and B2C level and therefore for enhanced logistics challenges especially for Courier, Express & Parcel (CEP) providers worldwide and their respect IT organisations. Within the IT realm of this momentum Smartphones, ’Apps’ and Cloud Computing seem to increase the complexity within logistics IT departments in the first place. From a business point of view the extension of variabilized outsourcing and outtasking of defined parts of the overall value chain could be seen as new influence factors, especially in mature CEP markets. Enterprise Architecture Management (EAM) seems to be one auxiliary to manage this new complexity, by combining the view on the business processes, as well as the technical dimension of the logistics provide

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Ravid, Daniel M., David L. Tomczak, Jerod C. White, and Tara S. Behrend. "EPM 20/20: A Review, Framework, and Research Agenda for Electronic Performance Monitoring." Journal of Management 46, no. 1 (August 20, 2019): 100–126. http://dx.doi.org/10.1177/0149206319869435.

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Electronic performance monitoring (EPM) refers to the use of technological means to observe, record, and analyze information that directly or indirectly relates to job performance. The last comprehensive review of the EPM literature was published in 2000. Since 2000, dramatic advances in information technologies have created an environment in which organizations are able to monitor employees to a greater extent and with greater intensity than was previously possible. Moreover, since that time, considerable research has been devoted to understanding the effects of EPM on individual performance and attitudes. Contradictory findings in the EPM literature exist, suggesting that EPM is a multidimensional phenomenon and one for which contextual and psychological variables are pertinent. Thus, we propose a theory-based typology of EPM characteristics and use this typology as a framework to review the EPM literature and identify an agenda for future research and practice.

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Wang, Tao, Xue Yu, and Nan Cui. "The substitute effect of internal R&D and external knowledge acquisition in emerging markets." European Journal of Marketing 54, no. 5 (April 8, 2020): 1117–46. http://dx.doi.org/10.1108/ejm-02-2019-0111.

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Purpose This paper aims to provide a new perspective in investigating how internal research and development (R&D) and external knowledge acquisition interact regarding their influence on innovation performance in an emerging market context. Building on an attention-based view (ABV), it argues that internal R&D and external knowledge acquisition can be substitutes for each other in emerging markets. Its contingency factors are also discussed according to the principles of the ABV. Design/methodology/approach The proposed hypotheses were empirically tested using a Tobit model approach. The data used was from the enterprise survey and the follow-up innovation survey conducted by the World Bank in 10 emerging market countries. Findings The results indicate that internal R&D and external knowledge acquisition entails a substitute effect among emerging market firms (EMFs). A higher level of manager’s open-mindedness to external knowledge and firm performance and a lower level of firm administrative control help mitigate the substitute effect of internal R&D and external knowledge acquisition. While adequate financial resources may not necessarily mitigate the substitute effect, it is an essential condition for the external knowledge acquisition to play a role in enhancing innovation performance. Research limitations/implications The research uses a set of cross-sectional data. A dynamic study will provide a deeper understanding of the long-term effects of innovation investments. Practical implications To better use innovation investments, EMFs need to assess their specific conditions and the possible substitute effect of internal R&D and external knowledge acquisition activities. Originality/value Previous research discussing the interactive effect of internal R&D and external knowledge acquisition has mostly focused on an absorptive capacity perspective, which represents a firm’s technical ability. This study argues that these investments not only involve in absorbing knowledge technically but also form a challenge for the limited firm resources and can cause cognitive problems in management, especially for EMFs.

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Rolstadås, Asbjørn. "Enterprise performance measurement." International Journal of Operations & Production Management 18, no. 9/10 (September 1998): 989–99. http://dx.doi.org/10.1108/01443579810225577.

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Kai, Cui. "Performance Evaluation of Enterprise Knowledge Management." Procedia Engineering 23 (2011): 733–39. http://dx.doi.org/10.1016/j.proeng.2011.11.2573.

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Quon, Tony K., Daniel Zeghal, and Michael Maingot. "Enterprise Risk Management and Firm Performance." Procedia - Social and Behavioral Sciences 62 (October 2012): 263–67. http://dx.doi.org/10.1016/j.sbspro.2012.09.042.

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Dahlgaard, Jens J., and Enrico Ciavolino. "Analyzing Management Factors on Enterprise Performance." Asian Journal on Quality 8, no. 3 (December 18, 2007): 1–10. http://dx.doi.org/10.1108/15982688200700021.

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Cokins, Gary. "Enterprise Performance Management: Making it Work." EDPACS 48, no. 6 (December 2, 2013): 11–21. http://dx.doi.org/10.1080/07366981.2014.865954.

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Daum, Jürgen H., Dr Werner Brandt, Thomas Buess, Lennart Francke, and David Kappler. "The Future of Enterprise Performance Management." Controlling 17, no. 11 (2005): 679–84. http://dx.doi.org/10.15358/0935-0381-2005-11-679.

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Blahova, Michaela, Premysl Palka, and Parissa Haghirian. "Remastering contemporary enterprise performance management systems." Measuring Business Excellence 21, no. 3 (August 21, 2017): 250–60. http://dx.doi.org/10.1108/mbe-12-2016-0060.

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Purpose This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management systems in the business sphere. Design/methodology/approach This research involves assembling key academic texts and other literature on the subject of changes in management systems worldwide and their influence on remastering contemporary enterprise performance management systems. The literature is reviewed using a systematic approach. More than 3,000 papers and studies are identified and content analysed. Findings The main trends and emerging themes of management practices in the current business world and their synergy effects are identified, reviewed and classified. Originality/value The field of performance management systems and their remastering based on individual corporate needs is an emergent area of study. This paper is relevant to academics, as well as the corporate world, because it introduces summarized results from an extensive number of published studies on the topic of trends in current management systems, their mutual synergy effects and their influence on performance management systems.

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Kuznetsova, Inna, and Anastasia Bigunovich. "Performance management mechanism of logistic enterprise." Scientific Bulletin of the Odessa National Economic University 3-4, no. 276-277 (2020): 90–96. http://dx.doi.org/10.32680/2409-9260-2020-3-4-276-277-90-96.

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Bose, Ranjit. "Understanding management data systems for enterprise performance management." Industrial Management & Data Systems 106, no. 1 (January 2006): 43–59. http://dx.doi.org/10.1108/02635570610640988.

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Yan, Zhang. "Management Ability, Innovation Input and Enterprise Performance." E3S Web of Conferences 253 (2021): 03059. http://dx.doi.org/10.1051/e3sconf/202125303059.

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This paper studies the endogenous relationship between innovation investment and enterprise performance through the three-stage least square method, taking the companies listed on the Main board of A-shares in Shanghai and Shenzhen stock Exchanges from 2014 to 2018 as research samples, and explores whether the improvement of management ability can effectively promote the transformation of enterprise innovation investment into enterprise performance from the perspective of innovation. The research results show that there is a two-way influence between innovation input and enterprise performance. The innovation input can significantly promote the growth of enterprise performance, but its promotion effect is relatively lagged. The growth of performance may weaken the enterprise's innovation motivation and reduce the future innovation input. Management competence has a significant positive moderating effect on the relationship between innovation input and performance. This paper provides an important reference for balancing innovation and enterprise performance and improving the transformation efficiency of enterprise innovation investment to increase enterprise value.

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Benson, John. "Japanese management, enterprise unions and company performance." Industrial Relations Journal 37, no. 3 (May 2006): 242–58. http://dx.doi.org/10.1111/j.1468-2338.2006.00401.x.

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Kovačević, Biljana. "Integrated theoretical model of enterprise performance management." Anali Ekonomskog fakulteta u Subotici, no. 40 (2018): 185–99. http://dx.doi.org/10.5937/aneksub1840185k.

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Goncharuk, Anatoliy G. "Enterprise performance management: a three-level approach." International Journal of Business Performance and Supply Chain Modelling 1, no. 2/3 (2009): 162. http://dx.doi.org/10.1504/ijbpscm.2009.030640.

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Callahan, Carolyn, and Jared Soileau. "Does Enterprise risk management enhance operating performance?" Advances in Accounting 37 (June 2017): 122–39. http://dx.doi.org/10.1016/j.adiac.2017.01.001.

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Bojnec, Štefan, and Nastja Tomšič. "Corporate sustainability and enterprise performance." International Journal of Productivity and Performance Management 70, no. 1 (February 12, 2020): 21–39. http://dx.doi.org/10.1108/ijppm-05-2019-0226.

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PurposeThe purpose of this paper is to analyse the relationship between economic performance in terms of labour productivity of small- and medium-sized enterprises (SMEs) and their corporate sustainability in association with the driving forces of internationalization process and enterprise networks.Design/methodology/approachThe paper develops an innovative theoretical–conceptual approach and applied unique empirical survey to investigate the simultaneous causalities between labour productivity and corporate sustainability, in the context of the set of relationships controlled with two other set of variables for mediating role of the internationalization process and enterprise networks focusing on business collaborations between SMEs. Four hypotheses are tested by the developed structural equation model for the unique in-depth survey data of Slovenian SMEs.FindingsThe results highlight significant positive correlations between the studied variables and their constructs, which indicate scientific justification to variables as factors. The results confirmed that internationalization process and enterprise networks are positively associated in improving corporate sustainability, which drives labour productivity.Practical implicationsThe implications of this research are for managers regarding strategies and approaches aiming at sustainable development of SMEs, and for policy-makers regarding appropriate policies for practices encouraging internalization processes and enterprise networks as important drivers of corporate sustainability and labour productivity of SMEs.Originality/valueThe main scientific value added of this research is that combines and empirically examines driving forces of corporate sustainability in SMEs based on related studies, to develop more comprehensive structural equation model for better understanding of the corporate sustainability behaviour in SMEs.

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Ming, Jian, and Nai Lian Hu. "The Enterprise Performance Management System for Mining Enterprises." Advanced Materials Research 433-440 (January 2012): 3276–83. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.3276.

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This paper, guided by market demand, puts forward the mining enterprise performance management system for the purpose of enhancing the competitiveness of the enterprise. According to the scarcity of the mineral resource, the system improves the current situation of the separations of the operations management and the performance management. The system associates the operations plan, the budget plan and the performance management, integrating the strategic process and the operations process, which constructs the core of the enterprise executive ability. The system continuously improves the level of the business operations management and meets the requirements of the enterprise strategic management and of rational exploitation and utilization of the mineral resource, supporting mining enterprises to make decisions on the business strategy.

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Ravelomanantsoa, Michel Stella, Yves Ducq, and Bruno Vallespir. "General enterprise performance measurement architecture." International Journal of Production Research 58, no. 22 (November 27, 2019): 7023–43. http://dx.doi.org/10.1080/00207543.2019.1692158.

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Korzh, Maryna, Andriy Gaievskyi, and Karyna Hurdzhyian. "Assessment of the enterprise marketing performance." Problems and Perspectives in Management 15, no. 4 (December 12, 2017): 1–16. http://dx.doi.org/10.21511/ppm.15(4).2017.01.

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Nowadays, the Ukrainian economic system is facing difficulties because of country’s integration into the world globalization processes, and crisis phenomena create uncertainty and lack of stability to entrepreneurship that results in the increase in risk of international business processes. Therefore, assessing the marketing performance of a domestic enterprise under the instability is of particular interest. This requires for quantitative and qualitative system-based and situational reasoning of its marketing development plan. The main objective of the paper is to determine the methodological approaches to assessing both the quantitative and qualitative results of an enterprise’s marketing performance. It is determined that in the current context of the national economic system, the operation of business must include the actions directed to mutually agreed economic, image-building, informational, environmental, and social goals. In this regard, the concept of marketing strategy of an enterprise’s functioning and development in a volatile environment based on the system-based and situational approach is developed, and the assessment tools to evaluate marketing strategy performance are proposed (marketing performance evaluation model based on sales revenue index; forecasting the amount of profit from participation in international business processes; plan of actions in cases of forecasting the profit from participation in international business processes taking into account the effectiveness of marketing strategies realization; PSR-FM method that allows to integrate evaluation results of customers’ perceptual and transactional loyalty). The approaches to assessing the effectiveness of the enterprise’s marketing strategy development allow to analyze both the marketing performance of an enterprise at large and the specific marketing initiative regardless of area of economic activity.

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Goerzen, Anthony, and Paul W. Beamish. "Geographic scope and multinational enterprise performance." Strategic Management Journal 24, no. 13 (2003): 1289–306. http://dx.doi.org/10.1002/smj.357.

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Yamasaki Sato, Carlos Eduardo, and Ajantha Samuel Gnanaratnam. "The Differences Between an Internal and External Project Manager." Revista de Gestão e Projetos 5, no. 2 (August 1, 2014): 01–23. http://dx.doi.org/10.5585/gep.v5i2.264.

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The differences between an Internal and External Project Manager (IPM & EPM) are usually overlooked in the project management literature. However these differences may have a significant importance when selecting a project manager, having possible adverse impact on the overall project performance if these differences are not properly considered. This paper elaborates a framework for the differences between an IPM and EPM and tests it against three organisations using quantitative (survey) and qualitative (semi-structured interviews) research methods. The research concludes that both types of PMs should not be viewed within the same light, as they each have a different role, skillset, issue management style and project success rate. In particular, IPMs tend to deploy a more ‘reactive’, whereas EPMs tend to use a more ‘proactive’ management style. Also, moving from IPM to EPM is frequently seen as a career progression. These differences may have major implications on how project managers are selected, promoted and recruited.

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José Alfaro Saiz, Juan, Angel Ortiz Bas, and Raúl Rodríguez Rodríguez. "Performance measurement system for enterprise networks." International Journal of Productivity and Performance Management 56, no. 4 (May 2007): 305–34. http://dx.doi.org/10.1108/17410400710745324.

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Chakravarty, Dwarka, Ying-Ying Hsieh, Andreas P. J. Schotter, and Paul W. Beamish. "Multinational enterprise regional management centres: Characteristics and performance." Journal of World Business 52, no. 2 (February 2017): 296–311. http://dx.doi.org/10.1016/j.jwb.2016.12.011.

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Bertoncelj, Andrej, and Darko Kovac. "The influence of management capital on enterprise performance." International Journal of Management and Enterprise Development 5, no. 4 (2008): 444. http://dx.doi.org/10.1504/ijmed.2008.018761.

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Felkey, Bill G., and Brent I. Fox. "When Core Measures Meet Enterprise Performance Management Systems." Hospital Pharmacy 45, no. 6 (June 2010): 503–4. http://dx.doi.org/10.1310/hpj4506-503.

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Soltanizadeh, Sara, Siti Zaleha Abdul Rasid, Nargess Mottaghi Golshan, and Wan Khairuzzaman Wan Ismail. "Business strategy, enterprise risk management and organizational performance." Management Research Review 39, no. 9 (September 19, 2016): 1016–33. http://dx.doi.org/10.1108/mrr-05-2015-0107.

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Purpose This paper aims to identify the influence of business strategy on enterprise risk management (ERM) adoption and organizational performance (OP). In addition, the mediation effect of ERM on the relationship between business strategy and OP is assessed. Design/methodology/approach A cross-sectional analysis of primary data gathered from 174 public listed companies in Malaysian Bourse through survey was conducted. Findings Companies with cost leadership business strategy are more eager to implement ERM compared to companies with differentiation strategy. The results also indicate that ERM implementation has a significant positive impact on OP. Though ERM is a partial mediator of the relationship between cost leadership strategy and OP, it does not mediate the relationship between differentiation strategy and OP. Research limitations/implications One of the limitations of this study was the small number of respondents, comprising only 174 public listed companies. In addition, the manifest variables adopted from previous studies may not be the best indicators to measure latent variables. Nonetheless, this study fills the gaps in ERM studies by determining the impact of different kinds of strategy on ERM adoption and investigating the mediating effect of ERM on the relationship between business strategy and OP. Practical implications Although the trend in Malaysia seems to move toward ERM adoption, evidence shows that it is not widely practiced among Malaysian firms. Directors of Malaysian companies can understand better the impact of enterprise business strategy on the adoption of risk management and how ERM influences OP. The results of this study also provide valuable insights for the corporate governance regulatory authorities. Originality/value This paper is among the few to assess the impact of firm’s strategy on ERM adoption and to determine the mediation effect of ERM on the relationship between business strategy and OP.

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Raja, Jyothi Karthik, and Vittaldas Prabhu. "An integrated software system for enterprise performance management." International Journal of Management and Decision Making 8, no. 1 (2007): 89. http://dx.doi.org/10.1504/ijmdm.2007.012153.

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Paladino, Bob, Larry Cuy, and Mark L. Frigo. "Missed opportunities in performance and enterprise risk management." Journal of Corporate Accounting & Finance 20, no. 3 (March 2009): 43–51. http://dx.doi.org/10.1002/jcaf.20483.

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Verdecho, María-José, Juan-Jose Alfaro-Saiz, and Raul Rodriguez-Rodriguez. "Prioritization and management of inter-enterprise collaborative performance." Decision Support Systems 53, no. 1 (April 2012): 142–53. http://dx.doi.org/10.1016/j.dss.2011.12.011.

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Zhang, Hong Xia, and Xiao Dan Zhang. "Research on Cloud Computing-Based Virtual Logistics Enterprise Performance Management." Advanced Materials Research 989-994 (July 2014): 5357–60. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5357.

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Virtual Logistics Enterprise is a joint collaboration between multiple companies to adapt to changing market demands. These member companies have complementary resources and technologies. Cloud computing can provide dynamic resource for each member of virtual logistics enterprises mainly based on Internet-related services. Virtual Logistics Enterprise performance management can efficient and timely acquire the implementation of various companies performance objectives relying on cloud computing platform. Through cloud computing, corporate members can obtain real-time information on the implementation of the overall performance objectives virtual logistics enterprise. Virtual Logistics Enterprise Performance Management can also help member companies to improve their internal performance management. Cloud computing is efficient contact these dynamic virtual logistics enterprise members together. Virtual Logistics Enterprise member companies will be integrated in accordance with pre-set performance management objectives with the cloud computing.

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Bouquet, Cyril, Allen Morrison, and Julian Birkinshaw. "International attention and multinational enterprise performance." Journal of International Business Studies 40, no. 1 (October 2, 2008): 108–31. http://dx.doi.org/10.1057/jibs.2008.64.

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Spencer, Rochelle, Martin Brueckner, Gareth Wise, and Banduk Marika. "Australian indigenous social enterprise: measuring performance." Journal of Enterprising Communities: People and Places in the Global Economy 10, no. 4 (October 10, 2016): 397–424. http://dx.doi.org/10.1108/jec-10-2015-0050.

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Purpose Using an integrated framework for performance management of nonprofit organizations, this paper aims to present an analysis of the activities of an Indigenous social enterprise in the town of Yirrkala in northeast Arnhem Land in the Northern Territory of Australia. The evaluation focuses on the social effectiveness of the organization and its ability to help generate income and employment and drive social capital creation. Design/methodology/approach The analysis is informed by data derived from “yarns” with social enterprise staff and semi-structured interviews conducted with key informants who were selected using snowball sampling. Data were transcribed and analyzed thematically. Findings The analysis reveals that the organization provides a successful community-based pathway for increasing Indigenous economic participation on local terms at a time of regional economic decline and high levels of Indigenous unemployment nationally. Practical implications The measured effectiveness of Nuwul highlights the need for targeted policy support for Indigenous enterprises and that social entrepreneurship is far more likely to be successful in a supportive government policy environment, a critical need for government-initiated policies to encourage the formation of Indigenous social enterprises that are entrepreneurial and innovative in their solutions to poverty and marginalization. Such policies should not only aid the establishment of Indigenous ventures but also facilitate their long-term growth and sustainability. Originality/value Although Indigenous entrepreneurial activities have been found to be effective in addressing Indigenous disadvantage in Australia, little is known about their community impact. The article provides original empirically grounded research on the measurement of Indigenous entrepreneurial activities and their wider community impact. The data show, against the backdrop of mixed results of government efforts to drive Indigenous economic mainstreaming, that the entrepreneurial activities analyzed in this paper are an example of more flexible and culturally appropriate pathways for achieving Indigenous equality in rural and remote regions of Australia.

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Journal articles on the topic 'Enterprise performance management (EPM)'

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