A Comparative Analysis of Modern Performance Measurement and Management Models of Companies / Komparativna Analiza Savremenih Modela Merenja I Upravljanja Performansama Preduzeća

• Autorzy: Vesna Janjić , Mirjana Todorović , Dejan Jovanović
• Języki publikacji: EN

Abstrakty

EN

Modern business conditions have led to the development of a large number of different models for strategic performance management, which view performance measurement through the prism of financial and non-financial indicators, from multiple perspectives. Strategic performance management models should enable efficient and effective management, i.e. an adequate response to continuous changes in the business environment. Theory and practice in this area suggest the development and implementation of various integrated frameworks (models) for performance management of companies, in order to achieve business excellence. In addition to the well-known integrated models, such as the Balanced Scorecard (BSC), Performance Pyramid, SAILS model (Strategy Aligned Integrated Linked Scoring System), GRASP model (Goals-Resources-Actions-Structure-People), and others, Kanji’s Business Excellence Model (KBEM) and Kanji Business Scorecard (KBS) have been developed as well. Kanji’s model was created with the objective of eliminating the weaknesses and shortcomings of previous models, particularly the Balanced Scorecard. The application of multidimensional performance measures should increase the informational power of management in making strategic business decisions. The goal set by this paper is to consider some of the basic features of modern performance measurement and management models of companies that are represented in theory and applied in practice, and, on the basis of comparative analysis, to draw conclusions about their advantages and disadvantages.

Słowa kluczowe

EN

performance measurement and management models; Balanced Scorecard; SAILS model; GRASP model; Kanji’s model

• Wydawca: Sciendo
• Czasopismo: Economic Themes
• Rocznik: 2015
• Tom: 53
• Numer: 2
• Strony: 298-313

Daty

wydano

2015-06-01

otrzymano

2014-09-04

zaakceptowano

2015-03-27

online

2016-04-15

Twórcy

autor

Vesna Janjić

• University of Kragujevac, Faculty of Economics, Serbia,

autor

Mirjana Todorović

• University of Kragujevac, Faculty of Economics, Serbia,

autor

Dejan Jovanović

• University of Kragujevac, Faculty of Economics, Serbia,

Bibliografia

• Bala, V. B., N. K. Keshan, and P. T.V. Mohandas (2009) "Performance Metrics Maturity Model: Strategy Aligned Integrated Linked Scoring System", Journal of Cost Management, 23 (6): 5-14.
• Chen, C. K., S. Songsithipornchai, and J.Y. Jang (2012) "Does Kanji’s Business Excellence Model Work Well? A Study from the Measurement Aspect", in Kachitvichyanukul V., H.T. Luong, and R. Pitakaso (eds.), Proceedings of the Asia Pacific Industrial Engineering & Management Systems, pp. 991-1002.
• Domanović, V. (2010) Balanced Scorecard - mogućnosti i efekti primene, Kragujevac: Ekonomski fakultet.
• Figar, N. (2010a) "GRASP model upravljanja performansama preduzeća", Računovodstvo, 54 (7-8): 27-36.
• Figar, N. (2010b) "SAILS model upravljanja performansama preduzeća", Računovodstvo, 54 (3-4): 23-30.
• Hirst, E. D., and M. L. McAnally (2001) Cases in Financial Reporting: an Integrated Approach with an Emphasis on Earnings and Persistence, London: Prentice Hall.
• Kanji, G., and P. Moura (2002) "Kanji“s Business Scorecard", Total Quality Management, 13 (1): 13-27.
• Krstić, B., V. Sekulić (2007) Upravljanje performansama preduzeća, Niš: Ekonomski fakultet.
• Niven, P. R. (2002) Balanced Scorecard Step by Step-Maximizing Performance and Maintaining Results, New Jersey: John Wiley & Sons, Inc.
• Parmenter, D., (2007), Key Performance Indicators - Developing, Implementing, and Using Winning KPIs, New Jersey: John Wiley & Sons, Inc.

Identyfikatory

DOI

10.1515/ethemes-2015-0017