IDEAS home Printed from https://ideas.repec.org/a/ids/ijgsbu/v3y2009i2p137-159.html
   My bibliography  Save this article

Evaluating the business performance of an SME: a conceptual framework

Author

Listed:
  • G.D. Sardana

Abstract

Performance measurement is fundamental to any management control. Performance evaluation, primarily helps in understanding weak areas, identifies gaps to carry out improvement and ensures that business activities are properly aligned with business objectives. A Small or Medium Enterprise (SME) has its own strengths and weaknesses, which need not be in common with those of a large organisation. Similarly, it has access to several opportunities and faces certain threats. Therefore, business performance imperatives in an SME are different from those applicable to a large organisation. The performance measurement model should reflect the same. This paper details the essentials of performance measures for an SME and examines how these differ from those for a large enterprise. The study brings out what determinants lead to success. Based on the objectives and determinants of success, the paper presents a business performance measurement framework, OPQR (for Organisational Design, Process Management, Quality Management and Recipient Satisfaction), and defines an appropriate set of performance measures for SMEs. The framework is nonprescriptive and recognises that there can be many approaches to achieve sustainable high levels of performance.

Suggested Citation

  • G.D. Sardana, 2009. "Evaluating the business performance of an SME: a conceptual framework," International Journal of Globalisation and Small Business, Inderscience Enterprises Ltd, vol. 3(2), pages 137-159.
    • Handle: RePEc:ids:ijgsbu:v:3:y:2009:i:2:p:137-159
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=22756
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijgsbu:v:3:y:2009:i:2:p:137-159. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=37 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.