Relevant bibliographies by topics / Organizational performance measuring

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational performance measuring'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Organizational performance measuring"

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Richard, Pierre J., Timothy M. Devinney, George S. Yip, and Gerry Johnson. "Measuring Organizational Performance: Towards Methodological Best Practice." Journal of Management 35, no. 3 (February 6, 2009): 718–804. http://dx.doi.org/10.1177/0149206308330560.

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Organizational performance is one of the most important constructs in management research. Reviewing past studies reveals a multidimensional conceptualization of organizational performance related predominately to stakeholders, heterogeneous product market circumstances, and time. A review of the operationalization of performance highlights the limited effectiveness of commonly accepted measurement practices in tapping this multidimensionality. Addressing these findings requires researchers to (a) possess a strong theoretical rationale on the nature of performance (i.e., theory establishing which measures are appropriate to the research context) and (b) rely on strong theory as to the nature of measures (i.e., theory establishing which measures should be combined and the method for doing so). All management research on performance should explicitly address these two requirements. The authors conclude with a call for research that examines triangulation using multiple measures, longitudinal data and alternative methodological formulations as methods of appropriately aligning research contexts with the measurement of organizational performance.
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Bates, Reid A. "Measuring Performance Improvement." Advances in Developing Human Resources 1, no. 1 (February 1999): 47–67. http://dx.doi.org/10.1177/152342239900100104.

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Singh, Satwinder, Tamer K. Darwish, and Kristina Potočnik. "Measuring Organizational Performance: A Case for Subjective Measures." British Journal of Management 27, no. 1 (November 8, 2015): 214–24. http://dx.doi.org/10.1111/1467-8551.12126.

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Hubbard, Graham. "Measuring organizational performance: beyond the triple bottom line." Business Strategy and the Environment 18, no. 3 (March 2009): 177–91. http://dx.doi.org/10.1002/bse.564.

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Ralević, Predrag, Momčilo Dobrodolac, and Dragana Šarac. "Measuring the efficiency of organizational performance: A radial DEA approach." Tehnika 75, no. 6 (2020): 798–806. http://dx.doi.org/10.5937/tehnika2006798r.

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A radial measurement o f efficiency on a selected numerical example involving multiple decision units (DMUs) is presented in this paper. Original CCR and extended BCC radial DEA models are used for this purpose. It is demonstrated here that DMUs can be efficient or inefficient in the use o f resources in achieving work results. The results o f the efficiency measurement indicate that the evaluation by the CCR DEA model is more strict compared to the BCC DEA model for each inefficient DMU regardless o f whether the efficiency measurement focuses on inputs or outputs.
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Paliszkiewicz, Joanna, Alex Koohang, Jerzy Gołuchowski, and Jeretta Horn Nord. "Management trust, organizational trust, and organizational performance: advancing and measuring a theoretical model." Management and Production Engineering Review 5, no. 1 (March 1, 2014): 32–41. http://dx.doi.org/10.2478/mper-2014-0005.

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Abstract The purpose of this study was to propose a theoretical model and empirically measure whether trust impacts organizational performance. This study focused on three constructs: management trust (MT); organizational trust (OT); and organizational performance (OP). Specifically, the results of this study determined whether management trust (MT) significantly and positively contributes to organizational trust (OT) and whether organizational trust (OT) significantly and positively contributes to organizational performance (OP). Based on the findings, recommendations were made for building and sustaining a culture that will lead to improved organizational performance).
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Makhija, Parshotam, and Ashwani Goel. "Measuring organizational performance in Indian MSMEs: A qualitative study." Journal of Management Research and Analysis 6, no. 1 (April 15, 2019): 45–53. http://dx.doi.org/10.18231/j.jmra.2019.009.

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Antony, Job P., and Sanghamitra Bhattacharyya. "Measuring organizational performance and organizational excellence of SMEs – Part 1: a conceptual framework." Measuring Business Excellence 14, no. 2 (June 2010): 3–11. http://dx.doi.org/10.1108/13683041011047812.

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Skoumalová, Eva, and Bohumil Minařík. "Methodology for determining influence of organizational culture to business performance." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 55, no. 3 (2007): 123–32. http://dx.doi.org/10.11118/actaun200755030123.

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Content this article is to propose the possible methodology for quantitative measuring the organizational culture using the set of statistical methods. In view of aim we elected procedure consisting of two major sections. The first is classification of organizational culture and role of quantitative measurement on organizational culture. This part includes definition and several methods used to classify organizational culture: Hofstede, Peters and Waterman, Deal and Kennedy, Edgar Schein, Kotter and Heskett, Lukášová and opinions why a measurement perspective is worthwhile. The second major section contains methodology for measuring the organizational culture and its impact on organizational performance. We suggest using structural equation modeling for quantitative assessment of organizational culture.
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Schmidt, Pamela, Sharath Sasidharan, and Ronald Freeze. "Social Networks and Organizational Performance." International Journal of Knowledge Management 9, no. 3 (July 2013): 47–64. http://dx.doi.org/10.4018/ijkm.2013070104.

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For sustained performance in a dynamic market environment, individuals within an organization must operate in a social network (SN) that promotes knowledge exchanges, encourages knowledge acquisition, and facilitates dissemination of domain knowledge pertinent to the execution of job-related tasks. Research on Knowledge Social Networks (KSN) has hitherto focused on interpersonal social network structures and its impact on knowledge outcomes with little attention being paid to the quality of domain knowledge possessed by knowledge sources and the value of resultant knowledge flows. This paper evaluates the quality of knowledge sources used in the social network by robustly measuring knowledge structures, the underlying foundation of conceptual knowledge. A field study of a simulated market environment with competing organizations found the KSN to be central in explaining organizational performance. However, its interplay with the domain knowledge structure of knowledge sources provided deeper insights into its link with organizational success.
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Dissertations / Theses on the topic "Organizational performance measuring"

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Mapolisa, Vuyani Welcome. "An analysis of the framework for measuring parliamentary performance in South Africa (2004-2009)." Thesis, University of Fort Hare, 2010. http://hdl.handle.net/10353/414.

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The aim of the study was to analyse the framework for measuring parliamentary performance in South Africa. The researcher wanted to assess the current system challenges and gaps for measuring performance of the Parliament of the Republic of South Africa with special reference to the core business of Parliament and to provide a performance management model and tools that can be adopted by Parliament to address the core business of Parliament challenges and problems. In this study, relevant literature was reviewed. The researcher dwelled on the concept of performance management, historical perspective, elements of performance management and benefits derived from the system. The critical issue that was discussed under this section was the comparison amongst countries. It was evident that there are countries that are measuring both administrative and political arm of government. The data collection instruments that were used were questionnaires and interviews. Questionnaires were distributed to The Secretariat to the National Parliament, Chief Directors, General Managers and Senior Managers. Interviews were held with Presiding Officers: Speaker, Deputy Speaker, Chairperson of Chairpersons, and Deputy Chairperson of Chairpersons, Chief Whips, Whips of Committees and Chairpersons of Committees. A thematic analysis was employed and the Statistical Package for the Social Sciences (SPSS) was used. After analysing the data, the researcher arrived at conclusions and thereafter suggested recommendations. The researcher proffered a model by examining different best models of the world and selecting some of those components. The model indicates performance outcomes, which are; accountability, responsiveness, representativity, transparency and impact as well as parliamentary mandates, which are the Constitutional mandates in a matrix.
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Fontannaz, Suzanne Elizabeth. "Addressing the challenge of complexity with the development of the performance "ESP" conceptual framework to guide sustainable organisational development." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/793.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: A fundamental shift has occurred from the industrial age, traditional worldview to the knowledge age, emerging worldview. The implication of this shift is that organisations can no longer rely on an enduring competitive advantage for sustainable results. This raises questions about the relevance of the existing organisational performance approaches in addressing the challenge of complexity, particularly with regard to the validity and reliability of the established performance management frameworks. In the industrial age, financial measures were sufficient for measuring organisational performance. However, the emergence of the networked economy implies that a more composite measure is required, which reflects the diversity of stakeholder interests. The research confirms that, whilst there is no universal agreement in defining organisational performance, there is agreement that sustainable organisational performance is a combination of growth (social and economic measures) and profitability (financial measures). Further, the research confirms the existence of gaps, which undermine organisational performance. These gaps originate from the divergent approaches to organisational performance, which can be traced through the evolution of organisational development theory and management practice. Existing research studies collaborate the existence of these divergent approaches in determining organisational performance. These approaches include execution, strategy and people, representing the ‘ESP’ of organisational performance. Execution refers to a process based, micro perspective of organisational performance, whilst strategy and people refer to the systemic, macro approaches. In conditions of hyper-change, execution is considered to be the key determinant of organisational performance, whilst the traditional, strategy approach is found to be essential in addressing the challenge of complexity. The emergence of the networked economy implies that a more composite, people approach is required to address the challenges associated with increasing connectivity. The research proposition contends that an execution culture is necessary for addressing the challenge of complexity. This culture is dependent on the strategic fusion of the divergent strategy and people approaches and the existence of a strategic paradigm throughout the organisation. Organisational performance resides in an organisation’s ability to integrate the divergent approaches, to develop the necessary dynamic capabilities for sustainable organisational performance. The Performance ‘ESP’ framework reflects the integration of these approaches and provides a visual confirmation of the research proposition. The level of execution is determined by the existence of a strategic paradigm throughout the organisation, which is determined by individual performance, defined by the level of effectiveness, strength (individual) and partnership (‘ESP’). The development of a strategic paradigm is particularly relevant in the South African context, where historical factors have inhibited the level of empowerment within organisations. It is recommended that organisations apply the Performance ‘ESP’ index as a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial measures of performance, to ensure a balance between profitability and growth, to ensure sustainable organisational performance.
AFRIKAANSE OPSOMMING: Daar het ‘n fundamentele verandering plaasgevind van die industriële tydperk en tradisionele wêreldbeskouiing na die kennistydperk en opkomende wêreldbeskouing. Die implikasie van hierdie verandering is dat organisasies nie meer kan staatmaak op ‘n deurlopende mededingende voordeel vir volhoubare resultate nie. Dit laat vrae ontstaan oor die toepaslikheid van die bestaande organisatoriese prestasiebenaderings om die uitdaging van kompleksiteit te hanteer, veral met betrekking tot die geldigheid en betroubaarheid van die bestaande prestasiebestuursraamwerke. Tydens die industriële tydperk was finansiële maatstawwe voldoende om organisasieprestasie te meet. Die opkoms van die netwerk-ekonomie impliseer egter dat ‘n meer saamgestelde maatstaf nodig is, wat die diversiteit van die belange van belanghebbers weerspieël. Die navorsing bevestig dat, hoewel daar geen universele ooreenkoms is in die definisie van organisasieprestasie nie, daar wel ooreenkoms is dat volhoubare organisasieprestasie ‘n kombinasie is van groei (sosiale en ekonomiese maatreëls) en winsgewendheid (finansiële maatreëls). Daarbenewens bevestig die navorsing die bestaan van gapings wat organisasieprestasie ondermyn. Hierdie gapings ontstaan uit die uiteenlopende benaderings tot organisasieprestasie, wat gevolg kan word deur die evolusie van organisasie-ontwikkelingsteorie en bestuurspraktyk. Bestaande navorsingstudies gebruik ‘n samestelling van hierdie uiteenlopende benaderings om organisasieprestasie te bepaal. Hierdie benaderings sluit in uitvoering, strategie en mense, wat in die Engelse afkorting die ‘ESP’ van organisasieprestasie verteenwoordig. Uitvoering verwys na ‘n prosesgebaseerde mikroperspektief van organisasieprestasie, terwyl strategie en mense verwys na die sistemiese makrobenaderings. In omstandighede van hiperverandering word uitvoering gesien as die sleutelbepaler van organisasieprestasie, terwyl die tradisionele strategiebenadering noodsaaklik is vir die hantering van die uitdaging van kompleksiteit. Die opkoms van die netwerk-ekonomie impliseer dat ‘n meer saamgestelde, mensbenadering nodig is om die uitdagings te hanteer wat saamgaan met groter onderlinge verbondenheid. Die navorsingsvoorstel se uitgangspunt is dat ‘n uitvoeringskultuur nodig is om die uitdaging van kompleksiteit te hanteer. Hierdie kultuur is afhanklik van die strategiese samesmelting van die uiteenlopende strategie- en mensbenaderings en die bestaan van ‘n strategiese paradigma dwarsdeur die organisasie. Organisasieprestasie hang af van ‘n organisasie se vermoë om die uiteenlopende benaderings te integreer en die nodige dinamiese bekwaamhede te ontwikkel vir volhoubare organisasieprestasie. Die prestasie- of ‘ESP’-raamwerk weerspieël die integrasie van hierdie benaderings en voorsien ‘n visuele bevestiging van die navorsingsvoorstel. Die vlak van uitvoering word bepaal deur die bestaan van ‘n strategiese paradigma dwarsdeur die organisasie, wat bepaal word deur individuele prestasie, gedefinieer deur die vlak van doeltreffendheid, sterkte (individueel) en vennootskap (‘ESP’). Die ontwikkeling van ‘n strategiese paradigma is veral toepaslik in die Suid-Afrikaanse konteks, waar historiese faktore die vlak van bemagtiging binne organisasies geïnhibeer het. Daar word aanbeveel dat organisasies die Prestasie ‘ESP’ Indeks toepas as ‘n diagnostiese instrument om die bestaan van ‘n uitvoerende kultuur te bepaal vir die hantering van die uitdaging van kompleksiteit. Die doel van die bepalingsinstrument is om die finansiële maatstawwe van prestasie aan te vul om sodoende ‘n balans tussen winsgewendheid en groei te verseker en dus volhoubare organisasieprestasie te verseker.
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Van, der Westhuizen Adriana Isabella. "An assessment tool for measuring business process management as a core capability in an organization." Thesis, Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11072008-160945/.

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Souza, Antonia Egidia de. "Indicadores de mensuração de desempenho em pequenas e médias empresas (PMEs): estudo no setor calçadista de Santa Catarina." Universidade de São Paulo, 2011. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-23112011-204230/.

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Para competir em um mercado global as organizações precisam, além de formular e implementar estratégias, adotar ferramentas de gestão para monitorar e controlar o desempenho do negócio e comunicar suas ações junto aos seus stakeholders. Diante disso, nos últimos 20 anos, os pesquisadores passaram a examinar e propor sistemas de mensuração de desempenho, considerando os parâmetros financeiros e não financeiros, para auxiliar os gestores na implemtação de planejamento estratégico, na tomada de decisão e no controle das ações. Mas, causa surpresa, os poucos trabalhos dirigidos às Pequenas e Médias Empresas (PMEs), sobre esse tema. Sabe-se que as PMEs têm características organizacionais e de desempenho que as tornam diferentes das grandes empresas, porém não se pode negligenciar o importante papel dos sistemas de mensuração de desempenho para qualquer tipo de empresa ou forma de gestão. Com isso em mente, a intenção desta tese foi responder a duas perguntas importantes, a saber: as Pequenas e Médias Empresas (PMEs) empregam indicadores de mensuração de desempenho? As características organizacionais influenciam no emprego de indicadores de mensuração de desempenho? As questões principais podem ser subdivididas nos seguintes questionamentos: Quais tipos de indicadores de desempenho são adotados pelas PMEs? Os indicadores são financeiros ou não financeiros? Quais dimensões não financeiras dos sistemas de mensuração de desempenho são aplicadas nas PMEs? Quais as motivações para empregar medidas de desempenho? Empresas que adotam práticas de gestão estratégicas e de pessoas, também adotam sistema de mensuração de desempenho? Para melhor compreender essas questões, em um primeiro momento realizou-se um levantamento dos referenciais teóricos sobre sistemas de mensuração de desempenho e as características das PMEs. Na sequência, aplicou-se uma pesquisa de campo com uma amostra não probabilística por conveniência com 87 empresas do setor calçadista de Santa Catarina. O método privilegiado foi o quantitativo, para a coleta dos dados utilizou-se a survey autoadministrada enviada por internet para a análise dos dados aplicou-se técnicas estatísticas (frequência, média, cruzamentos e correlações\\associações) com o auxílio do SPSS. Os resultados revelam que as empresas pesquisadas adotam indicadores financeiros e não financeiros, porém os indicadores financeiros são mais utilizados que os não financeiros. Dentre os não financeiros, os mais utilizados são os de processos seguidos pelos de pessoas. Os menos utilizados são os sociais. A pesquisa indica que existe relação entre práticas organizacionais e emprego de indicadores. Empresas que utilizam poucas práticas organizacionais utilizam poucos indicadores financeiros e não financeiros e empresas que empregam mais práticas organizacionais tendem a utilizar um número maior de indicadores financeiros e não financeiros e empresas com maior número de empregados tendem a empregar mais indicadores financeiros e não financeiros.
In order to compete in a global market, besides formulating and implementing strategies, corporations need to adopt management tools to monitor and control the business performance and communicate their actions to their stakeholders. Facing that, in the last 20 years, researchers began to examine and propose performance measurement systems, considering the financial and non-financial parameters to assist managers implementing strategic planning, decision making, and actions controlling. However, it is surprising the small number of studies concerning Small and Medium Enterprises (SMEs) on that topic. It is known that SMEs have management and performance features that make them different from large companies; however one cannot neglect the important role of performance measurement systems for any kind of company, or type of management. Having that in mind, the intent of this thesis was to answer two important questions, namely: Do Small and Medium Enterprises employ indicators to measure performance? Do the organizational characteristics influence the use of indicators to measure performance? The main issues can be divided into the following questions: What kind of performance indicators are adopted by SMEs? Are the indicators financial or non-financial? What non-financial dimensions of performance measurement systems are implemented in SMEs? What are the motivations to use performance measures? Do companies that adopt people and practices strategic management, also adopt performance measurement system? In order to better understand these issues, a study and compilation of theoretical frameworks was carried out related to the performance measurement systems and the characteristics of SMEs. Following that, an applied field research with a non-probabilistic sample by convenience with 87 companies from the footwear industry in Santa Catarina was done. The chosen method was the quantitative one, for the data collection it was used the self-administered survey sent by the Internet and for the data analysis statistical techniques were applied (frequency, average, crossings and correlations\\associations) with the aid of SPSS. The results reveal that the companies surveyed have adopted financial and non-financial indicators, but the financial indicators are more used than the non-financial ones. Among non-financial, the most used are the processes followed by people. The least used are the social ones. The research indicates that there is a relationship between organizational practices and indicators employment. Companies using few management practices use fewer non-financial and financial indicators, and, companies that use more organizational practices tend to use a greater number of financial and non-financial indicators, and companies with a larger number of employees tend to employ more financial end non-financial indicators.
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McElroy, Mark Wayne. "Social footprints measuring the social sustainability performance of organizations /." [S.l.] : [Groningen : [s.n.] ; University Library Groningen] [Host], 2008. http://irs.ub.rug.nl/ppn/.

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Everhart, Chichi Kate. "Strategies for Measuring Quality Care in Healthcare Organizations in the United States." ScholarWorks, 2018. http://scholarworks.waldenu.edu/dissertations/4851.

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Abstract According to members of the Institute of Medicine, about 98,000 hospitalized patients in the United States die each year because of poor quality care. The problem of poor healthcare quality may exist in part due to limited information on effective performance measurement processes. A multiple case study design was used to gain broad insight into possible solutions to the problems of determining the quality of healthcare services using performance measurements. Hospital/healthcare organization leaders in North Carolina who had implemented optimal performance measurements for quality care were interviewed. The conceptual frameworks that served as a proposition for the study were Goldratt's theory of constraint, Deming's 14 point model and Lewin's model of the change process in human systems. The data collection process involved semistructured interviews of 12 individuals. Data sources and conceptual framework triangulations were used in the data analysis process(coding approaches, study dependability, credibility, transferability methods and case study protocol use) . The themes that emerged from the study were strategies for performance measurement and strategies to enhance service quality in healthcare organizations etc. Results might contribute to social change by helping healthcare leaders and patients improve their knowledge and understanding of optimal performance measurement strategies, which may effect positive organizational changes.
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Carton, Robert B. "Measuring organizational performance an exploratory study /." 2004. http://purl.galileo.usg.edu/uga%5Fetd/carton%5Frobert%5Fb%5F200405%5Fphd.

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Schwandt, Alexander [Verfasser]. "Measuring organizational complexity and its impact on organizational performance : a comprehensive conceptual model and empirical study / vorgelegt von Alexander Schwandt." 2009. http://d-nb.info/1000048349/34.

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CHANG, HUI-HUA, and 張慧華. "Measuring the Effects of E-Supply Chains: The Relationship between Platform Use and Organizational Performance." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/473e5d.

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碩士
國立屏東大學
商業自動化與管理學系碩士班
106
With the development of technology and the uncertainty of dynamic environment, enterprises integrate the resources of suppliers and customers through electronic supply chain platform and deepen the engagement with supply chain. In this study, the subjects are the users of electronic supply chain platform of the three industries in Taiwan (electronics industry, automotive industry, and traditional industry). This study explores the influence between electronic supply chain platform usage, the absorptive capacity, and trading partner influence. Next, this study discusses the relationships between electronic supply chain platform usage, information sharing, supply chain integration and enterprise performance. With survey techniques, this study uses path analysis from Structural Equation Modeling to verify the study structure. The result of this study could be referred by academia and practitioners when implementing electronic supply chain platform.
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Tsai, Yi-Ping, and 蔡益彬. "Measuring the Effect of Trust, Organizational Learning on Taiwan ICT Company's Innovation and Business Performance." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/72072460790853054531.

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碩士
國立臺灣師範大學
國際人力資源發展研究所
102
Knowledge management is being acknowledged as an important issue since the advancement of technology and the globalization. In a highly competitive environment, the need to align business model with complex environments, and the need to satisfy sophisticated customers have led knowledge management as a key element of organizational design. Moreover, in the information communications technology (ICT) industry, knowledge management has been seen as a critical element to increase companies’ business performance. However, since the products and services of the ICT became a necessity for modern people, the competition to get profits has become heightened among an ICT industry. Besides, customers are captious increasingly, they compare everything to get the best one. Therefore, one way to improve ICT Company’s competitive advantage is knowledge management. Seeking to explain the knowledge management in the ICT industry, this research investigated the relations between trust, organizational learning, innovation, successful factors towards innovation, and business performance in the ICT industry. A TSLIP Model was created and analysed by using Partial Least Squares (PLS) method. The findings indicated that trust has a positive effect towards organizational learning; concern for employee plays an important role on trust. Organizational learning has a positive significant effect towards innovation; knowledge transfer and integrate has a biggest effect to organizational learning; the most important factor in successful factors is human-related factors; innovation indeed has a positive significant effect towards business performance in the ICT industry. Practical implications and suggestions were also proposed in order to improve the knowledge management and business performance for the ICT industry. Keywords: trust, organizational learning, innovation, business performance, ICT industry
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Books on the topic "Organizational performance measuring"

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Measuring business performance. London: Profile Books, 1998.

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Measuring performance in public and nonprofit organizations. San Francisco, CA: Jossey-Bass, 2002.

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American Association of State Highway and Transportation Officials. Measuring performance among state DOTs. Washington, D.C: American Association of State Highway and Transportation Officials, 2006.

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Chang, Richard Y. Measuring organizational improvement impact: A practical guide to successfully linking organizational improvement measures. Irvine, Calif: Richard Chang Associates, 1995.

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Measuring managerial and business performance. London: FT Pitman, 1997.

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Chang, Richard Y. Performance scorecards: Measuring the right things in the real world. San Francisco: Jossey-Bass Publishers, 2000.

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Eckerson, Wayne W. Performance dashboards: Measuring, monitoring, and managing your business. 2nd ed. New York: Wiley, 2010.

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Measuring performance: A toolkit of traditional and alternative methods. Farnham, Surrey: Gower Pub., 2012.

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The federal managers guide to measuring organizational performance / by Norman LaCharite.́. Huntsville, AL: FPMI Communications, 1998.

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Measuring the performance of public services: Principles and practice. Cambridge: Cambridge University Press, 2012.

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Book chapters on the topic "Organizational performance measuring"

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MacMillan, Jean, Frederick J. Diedrich, Elliot E. Entin, and Daniel Serfaty. "How Well Did It Work? Measuring Organizational Performance in Simulation Environments." In Organizational Simulation, 253–72. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2005. http://dx.doi.org/10.1002/0471739448.ch9.

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Aranzhin, Vyacheslav, and Ilia Dmitriev. "Analysis of the Problems of Measuring Organizational Performance in the Education, Public Administration and Commercial Sectors: Differences and General Principles." In Global Economics and Management: Transition to Economy 4.0, 209–23. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26284-6_19.

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Westphal, Ingo, Klaus-Dieter Thoben, and Marcus Seifert. "Measuring Collaboration Performance in Virtual Organizations." In Establishing the Foundation of Collaborative Networks, 33–42. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-73798-0_4.

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Di Bitetto, Massimiliano. "Measuring the Performance of Research Organizations." In Public Management as Corporate Social Responsibility, 47–54. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07037-7_4.

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Stone, Melissa M., and Susan Cutcher-Gershenfeld. "Challenges of Measuring Performance in Nonprofit Organizations." In Measuring the Impact of the Nonprofit Sector, 33–57. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0533-4_3.

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Ozyirmidokuz, Esra Kahya, Kumru Uyar, and Eduard Alexandru Stoica. "Measuring Female Entrepreneurs’ Happiness from Online Feedback." In Organizations and Performance in a Complex World, 91–100. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50676-6_8.

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DiBernardino, Frank. "Measuring and Managing the Financial Performance of Human Capital Investments." In Why Human Capital is Important for Organizations, 109–24. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137410801_8.

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Dalton, Thomas C., and Linda C. Dalton. "The Politics of Measuring Public Sector Performance: Productivity and the Public Organization." In Promoting Productivity in the Public Sector, 19–65. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-08885-0_2.

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Eberhardinger, Benedikt, Hella Ponsar, Dominik Klumpp, and Wolfgang Reif. "Measuring and Evaluating the Performance of Self-Organization Mechanisms Within Collective Adaptive Systems." In Leveraging Applications of Formal Methods, Verification and Validation. Distributed Systems, 202–20. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-03424-5_14.

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Bessler, Wolfgang, Julian Holler, and Martin Seim. "An Analysis of Alternative Methods for Measuring Long-Run Performance: An Application to Share Repurchase Announcements." In Studies in Classification, Data Analysis, and Knowledge Organization, 613–20. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-10745-0_67.

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Conference papers on the topic "Organizational performance measuring"

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Papavramides, Thanos C., Pascal Aupee, and Jacob Yttesen. "Assessing project performance by measuring organizational impact." In 2008 IEEE International Engineering Management Conference (IEMC-Europe 2008). IEEE, 2008. http://dx.doi.org/10.1109/iemce.2008.4618028.

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Prihatini, Dewi, Wiji Utami, and Agus Priyono. "Performance Management Analysis: A Study of Measuring Business Performance of Small and Medium Enterprises in Jember Regency, Indonesia." In Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoi-19.2019.63.

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Sobhanallahi, Mohammad Ali, Abolfazl Gharaei, and Mohammad Pilbala. "Provide a practical approach for measuring the performance rate of organizational strategies." In 2016 12th International Conference on Industrial Engineering (ICIE). IEEE, 2016. http://dx.doi.org/10.1109/induseng.2016.7519357.

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Irawan, Herry, Ratih Hendayani, and Dodie Tricahyono. "Measuring Organizational Performance of Small Medium Enterprise (SME) Printing Industry (Bandung, Jogjakarta, and Bali) using SCOR level 1 Opportunity Gap." In 3rd International Seminar and Conference on Learning Organization. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/isclo-15.2016.33.

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Bagautdinova, Dr Prof Nailya, Dr Prof Ilshat Gafurov, Aida Novenkova, PhD, and Dr Prof Anna Svirina. "A Few Issues of Measuring Enterprise Management Performance The case of organizational culture and development of corporate social responsibility functions." In 4th Annual International Conference on Qualitative and Quantitative Economics Research (QQE 2014). Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-2012_qqe14.17.

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Midovska Petkoska, Marija, Dragica Odzaklieska, and Spiro Lazaroski. "Designing an Integrated Framework for Measuring Organizational Performance in the Companies of the Food Industry in the Republic of North Macedonia." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_52.

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Đurica, Maja, Marko Jovanović, Nina Đurica, and Miha Marič. "New Approaches to Measuring Enterprise Performance." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.11.

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The paper describes a strategic shift in the implementation of the business strategy of the company in the modern marketing environment, which is based on abandoning the traditional concept of measuring the performance of the company and applying new (modern) standards. In this regard, the strategic advantages of new multidimensional approaches to measuring enterprise performance are highlighted. Particularly considered is the application of the Balance ScoreCard as a powerful modern tool that helps businesses change their topdown access to information flow.
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Snow, Jr., Charles G., and Charles C. Snow. "Measuring business performance using indicators of ecologically sustainable organizations." In Intelligent Systems and Smart Manufacturing, edited by Surendra M. Gupta. SPIE, 2001. http://dx.doi.org/10.1117/12.417266.

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"Performance Measures for the 21st Century [Abstract]." In InSITE 2018: Informing Science + IT Education Conferences: La Verne California. Informing Science Institute, 2018. http://dx.doi.org/10.28945/4053.

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Aim/Purpose: Contemporary organizations and business models challenge traditional performance measures. Some of these measures may not be relevant, and all of them may not be appropriate for measuring some of the critical factors that organizations should focus on in the current business environment. Background: This research-in-progress examines the relevance of traditional performance measures, and uses an interdisciplinary approach for identifying effective known as well as new measures, which reflect the important issues for contemporary organizations. The issue is examined from multiple perspectives, including financial and cost accounting, operations management, strategy, and social responsibility. Methodology: This research-in-progress is based on mixed methods, which include conceptual theoretical analysis of alternative performance measures, as well as quantitative analysis of secondary data, such as financial statement reports. Contribution: The study is expected to identify the most relevant performance measures that organizations should focus on. Furthermore, it will suggest new performance measures that will reflect contemporary technological developments as well as global social values. Findings: The expected findings are to identify which known performance measures are still relevant and which ones might be misleading, and to suggest new performance measures. Recommendations for Practitioners: The findings of this study may enable organizations improve their performance by measuring the important factors that predict their ongoing success. Recommendation for Researchers: Researchers should consider an interdisciplinary approach for identifying effective performance measures. Impact on Society: Improved performance measures would enable extended value creation by organizations, which would increase the wealth of society at large. Future Research: As new business models emerge, it would be worthwhile to continue the evaluation of the relevance of traditional performance measures, as well as the effectiveness of new ones.
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Peppa, Sofia. "The Importance of Measuring the Performance of IMO Member States." In SNAME 7th International Symposium on Ship Operations, Management and Economics. SNAME, 2021. http://dx.doi.org/10.5957/some-2021-008.

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The International Maritime Organization (IMO) plays a key role in the development and promotion of international standards for shipping ensuring their effective implementation through the member states. The ability to measure the performance of IMO member states in terms of implementation and enforcement of international legislation in maritime safety is critical. Here we discuss the benefits of the IMO Audit Scheme towards capacity-building and review the performance of flag states. An analysis and assessment of recent audit summary results is presented, demonstrating the contribution of the Audit Scheme towards better performance of member states. Finally, we will discuss areas for research, where additional actions/interventions could lead to future improvements in safeguarding global maritime safety.
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Reports on the topic "Organizational performance measuring"

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Nissen, Mark E. Measuring Dynamic Knowledge and Performance at the Tactical Edges of Organizations: Assessing Acquisition Workforce Quality. Fort Belvoir, VA: Defense Technical Information Center, April 2013. http://dx.doi.org/10.21236/ada585024.

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Nissen, Mark E. Toward an Operational Proxy for Acquisition Workforce Quality: Measuring Dynamic Knowledge and Performance at the Tactical Edges of Organizations. Fort Belvoir, VA: Defense Technical Information Center, October 2012. http://dx.doi.org/10.21236/ada580594.

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