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Scoring strategic performance: a pragmatic constructivist approach to strategic performance measurement

Author

Listed:
  • Falconer Mitchell
  • Lars Nielsen
  • Hanne Nørreklit
  • Lennart Nørreklit

Abstract

This paper analyses the characteristics of good strategic performance that contribute to the overall performance of a successful company. We apply a framework of pragmatic constructivism in order to analyse and measure strategic performance. We use the model for performance measurement based on pragmatic constructivism for the more specific topics of measuring, assessing and analysing strategic performance as opposed to operational performance. This paper analyses the characteristics of strategic performance that successfully enhance the overall performance of the company. The purpose is to outline a framework for strategic performance measurement that can be used to guide and measure strategic leadership. The framework focuses on the concepts of coherence and coherence tracing as the basic concepts for strategic performance and thus the task for strategic performance measurement. Copyright Springer Science+Business Media, LLC. 2013

Suggested Citation

  • Falconer Mitchell & Lars Nielsen & Hanne Nørreklit & Lennart Nørreklit, 2013. "Scoring strategic performance: a pragmatic constructivist approach to strategic performance measurement," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(1), pages 5-34, February.
    • Handle: RePEc:kap:jmgtgv:v:17:y:2013:i:1:p:5-34
    DOI: 10.1007/s10997-012-9216-7
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    References listed on IDEAS

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    1. Alfred D. Chandler, 1969. "Strategy and Structure: Chapters in the History of the American Industrial Enterprise," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262530090, December.
    2. Ruth Mattimoe & Will Seal, 2011. "Pricing in a Service Sector Context: Accounting and Marketing Logics in the Hotel Industry," European Accounting Review, Taylor & Francis Journals, vol. 20(2), pages 355-388.
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    Cited by:

    1. Linneberg, Mai Skjøtt & Trenca, Mihaela & Noerreklit, Hanne, 2021. "Institutional work through empathic engagement," European Management Journal, Elsevier, vol. 39(1), pages 46-56.
    2. Mauro, Sara Giovanna & Cinquini, Lino & Pianezzi, Daniela, 2021. "New Public Management between reality and illusion: Analysing the validity of performance-based budgeting," The British Accounting Review, Elsevier, vol. 53(6).
    3. Lino Cinquini & Hanne Norreklit, 2015. "Editorial. "Management Control" Special Issue: Research perspectives in Performance Management," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2015(2), pages 5-12.
    4. Campanale, Cristina & Cinquini, Lino & Grossi, Giuseppe, 2021. "The role of multiple values in developing management accounting practices in hybrid organisations," The British Accounting Review, Elsevier, vol. 53(6).
    5. Bo Karlsson & Monika Kurkkio & Anders Hersinger, 2019. "The role of the controller in strategic capital investment projects: bridging the gap of multiple topoi," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 23(3), pages 813-838, September.
    6. Elbanna, Said & Abdelzaher, Dina M. & Ramadan, Nora, 2020. "Management research in the Arab World: What is now and what is next?," Journal of International Management, Elsevier, vol. 26(2).
    7. Vesa Tiitola & Maria Marek & Tuomas Korhonen & Teemu Laine, 2023. "Enabling value-in-use with digital healthcare technologies: combining service logic and pragmatic constructivism," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 27(3), pages 841-871, September.

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