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Foundations of Strategic Planning for Productivity Improvement

Author

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  • Bela Gold

    (Claremont Graduate School, Claremont, California 91711)

Abstract

A variety of prevailing concepts and measures of “productivity” fail to satisfy management's need for practical productivity analysis systems which can be effectively integrated into company performance evaluation and strategic planning. An analytical framework can meet these needs by combining the “network of productivity relationships” with the “structure of cost relationships” and the “managerial control ratios,” thus paralleling the hierarchy of management's evaluation criteria in appraising past results and in establishing future targets.

Suggested Citation

  • Bela Gold, 1985. "Foundations of Strategic Planning for Productivity Improvement," Interfaces, INFORMS, vol. 15(3), pages 15-30, June.
    • Handle: RePEc:inm:orinte:v:15:y:1985:i:3:p:15-30
    DOI: 10.1287/inte.15.3.15
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    Citations

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    Cited by:

    1. Coelli, Tim & Grifell-Tatje, Emili & Perelman, Sergio, 2002. "Capacity utilisation and profitability: A decomposition of short-run profit efficiency," International Journal of Production Economics, Elsevier, vol. 79(3), pages 261-278, October.
    2. Sahoo, Biresh K. & Tone, Kaoru, 2009. "Decomposing capacity utilization in data envelopment analysis: An application to banks in India," European Journal of Operational Research, Elsevier, vol. 195(2), pages 575-594, June.
    3. E. Grifell-Tatjé & C. A. K. Lovell, 1999. "Profits and Productivity," Management Science, INFORMS, vol. 45(9), pages 1177-1193, September.

    More about this item

    Keywords

    productivity; planning: corporate;

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