The design and use of performance measurement systems has received considerable attention in recent years. Many organizations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. But how to maintain them over time? Increasingly, the environment in which organizations compete is dynamic and rapidly changing, requiring constantly changing strategies and operations that reflect these changing circumstances. Despite this, few organizations appear to have the internal culture and systematic processes in place to manage their performance measurement systems in order to ensure that they continue to reflect their environment and strategies. This article presents case study research that investigates what actions organizations can take to ensure that their measurement systems change over time.
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1 December 2003
Research Article|
December 01 2003
Survival of the fittest: measuring performance in a changing business environment Available to Purchase
Mike Kennerley;
Mike Kennerley
Mike Kennerley is a Research Fellow at the Centre for Business Performance and conducted the research work described in this article.
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Andy Neely;
Andy Neely
Professor Andy Neely is Chairman of Cranfield’s Centre for Business Performance.
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Chris Adams
Chris Adams
Chris Adams is a Visiting Fellow at Cranfield School of Management’s Centre for Business Performance and a freelance business writer and consultant. For more information visit www.cranfield.ac.uk/som/cbp or E‐mail: m.kennerley@cranfield.ac.uk
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Publisher: Emerald Publishing
Online ISSN: 1758-8057
Print ISSN: 1368-3047
© MCB UP Limited
2003
Measuring Business Excellence (2003) 7 (4): 37–43.
Citation
Kennerley M, Neely A, Adams C (2003), "Survival of the fittest: measuring performance in a changing business environment". Measuring Business Excellence, Vol. 7 No. 4 pp. 37–43, doi: https://doi.org/10.1108/13683040310509304
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