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An Interdisciplinary Perspective on the Evolution of Strategic Performance Management Systems

Listed author(s):
  • Suwit Srimal

    (Prince of Songkla University, Thailand)

  • Jack Radford

    (Lincoln University, New Zealand)

  • Chris Wrigh

    (The University of Adelaide, Australia)

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    This paper provides an interdisciplinary perspective on the evolution of organizational performance management (PM) systems that transcends the limited perspectives currently found within certain academic disciplines. It looks for the presence of convergent evolution in those management systems. A review of the many management systems that have been harnessed into strategic systems suggests that pressure to be best at the same or similar tasks causes such management systems to converge to common forms and functions. Forms of PM are: 1) Measurement-embedded systems, 2) Horizontally and vertically integrated systems, 3) Strategic-oriented systems, and 4) Fact-based information systems. Functions of PM are: 1) Creating and maintaining strategic alignment, 2) Supporting decision making, 3) Assisting formulation and execution of strategy, 4) Influencing organizational behaviours, and 5) Facilitating a learning organization.

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    This chapter was published in: Suwit Srimal & Jack Radford & Chris Wrigh , , pages 141-149, 2013.
    This item is provided by ToKnowPress in its series Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 with number 141-149.
    Handle: RePEc:tkp:mklp13:141-149
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