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The Periodic Review of Performance Indicators: An Empirical Investigation of the Dynamism of Performance Measurement Systems

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  • Jean-Francois Henri

Abstract

The aim of this study is to examine one attribute of performance measurement systems (PMS) that is not widely addressed in the management accounting literature, namely the dynamism of PMS. This attribute refers to the periodic review of performance indicators by organizations. Based on contingency theory and using survey data from a sample of manufacturing firms, this study examines whether the association between the dynamism of PMS and organizational performance is contingent on the level of external and internal changes. The results suggest three main conclusions. First, even though the current business environment is characterized by fast changes, manufacturing organizations do not appear to revise their PMS to a great extent. Second, while periodic revisions of performance indicators are beneficial, these revisions may not necessarily be appropriate at all times and in all circumstances as the need for dynamic PMS varies depending on the degree of external and internal change. Third, an absence of dynamic PMS may be more harmful in a context of higher levels of change than to have dynamic PMS even if they are not required.

Suggested Citation

  • Jean-Francois Henri, 2010. "The Periodic Review of Performance Indicators: An Empirical Investigation of the Dynamism of Performance Measurement Systems," European Accounting Review, Taylor & Francis Journals, vol. 19(1), pages 73-96.
    • Handle: RePEc:taf:euract:v:19:y:2010:i:1:p:73-96
    DOI: 10.1080/09638180902863795
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    Cited by:

    1. Gutierrez, Debora M. & Scavarda, Luiz F. & Fiorencio, Luiza & Martins, Roberto A., 2015. "Evolution of the performance measurement system in the Logistics Department of a broadcasting company: An action research," International Journal of Production Economics, Elsevier, vol. 160(C), pages 1-12.
    2. Kato, Takao & Kauhanen, Antti & Salmi, Julia, 2013. "Empirical Evidence on the Dynamics of Incentive Plans," ETLA Working Papers 20, The Research Institute of the Finnish Economy.
    3. Bredmar Krister & Ask Urban & Frisk Elisabeth & Magnusson Johan, 2014. "Accounting Information Systems Implementation and Management Accounting Change," Business Systems Research, Sciendo, vol. 5(2), pages 125-138, September.
    4. Ivo Hristov & Antonio Chirico & Riccardo Camilli, 2022. "The role of Key Performance Indicators as a performance management tool in implementing corporate strategies: A critical review of the literature," FINANCIAL REPORTING, FrancoAngeli Editore, vol. 2022(1), pages 117-151.
    5. Sharul Effendy Janudin & Farahaini Mohd Hanif & Noor Shafeeza Zainuddin, 2016. "Developing Contemporary Performance Measurement System Performance Model for Co-operatives in Malaysia: Is it Necessary?," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(11), pages 436-448, November.
    6. Tuomas Korhonen & Teemu Laine & Petri Suomala, 2013. "Understanding performance measurement dynamism: a case study," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(1), pages 35-58, February.
    7. Sebastian Janssen & Klaus Moeller & Marten Schlaefke, 2011. "Using performance measures conceptually in innovation control," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 22(1), pages 107-128, September.
    8. Kay Blaufus & Jakob Reineke & Ilko Trenn, 2023. "Perceived tax audit aggressiveness, tax control frameworks and tax planning: an empirical analysis," Journal of Business Economics, Springer, vol. 93(3), pages 509-557, April.

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