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Integrated performance management: adding a new dimension

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Author Info
Kurt Verweire ()
Lutgart Van den Berghe () (Vlerick Leuven Gent Management School)

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Abstract

In this paper, we argue that effective Integrated Performance Management (IPM) needs both strategic and maturity alignment. The management literature focuses on strategic alignment; in this paper we develop the concept of maturity alignment. Maturity alignment indicates that an organization must install the appropriate managerial and operational processes in accordance with the desired maturity level. We have identified four different maturity levels that indicate how well the organizational and managerial processes within an organization are defined and developed. We argue that insufficient maturity alignment is one of the major reasons why many performance management initiatives fail.

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Publisher Info
Paper provided by Vlerick Leuven Gent Management School in its series Vlerick Leuven Gent Management School Working Paper Series with number 2003-13.

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Length: 22 pages
Date of creation: 17 May 2003
Date of revision:
Handle: RePEc:vlg:vlgwps:2003-13

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Related research
Keywords: Integrated performance management; strategic alignment; maturity alignment.;

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  1. Chenhall, R. H. & Morris, D., 1995. "Organic decision and communication processes and management accounting systems in entrepreneurial and conservative business organizations," Omega, Elsevier, vol. 23(5), pages 485-497, October. [Downloadable!] (restricted)
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This page was last updated on 2009-12-13.

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