Selected papers from the 6th International PMA conference 2009 (eBook, PDF)
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This e-book contains 9 selected papers from the 6th International PMA conference, Dunedin, New Zealand, April 2009. The first paper, by Taticchi et al, presents a general overview of the performance measurement and management (PMM) literature for both SME and large organisations and offers guidance for future research in these areas. The second and third papers by Rey and Neely, and Sobotka and Platts, provide discussion of organizational and inter-organizational performance measurement. Rey and Neely consider the alignment of performance measures in a contractual inter-organizational relation...
This e-book contains 9 selected papers from the 6th International PMA conference, Dunedin, New Zealand, April 2009. The first paper, by Taticchi et al, presents a general overview of the performance measurement and management (PMM) literature for both SME and large organisations and offers guidance for future research in these areas. The second and third papers by Rey and Neely, and Sobotka and Platts, provide discussion of organizational and inter-organizational performance measurement. Rey and Neely consider the alignment of performance measures in a contractual inter-organizational relationship, and Sobotka and Platts examine the possibility of managing and organization without using performance measures. Papers four to six, by Dormer and Gill, Broad and Goddard, and Galwey and Ogilvie all present a view of performance measurement within a public sector context, a major theme of the 2009 PMA conference. Dormer and Gill consider the use of different performance models within New Zealand's public service agencies and offer an empirical insight on performance practice within individual public sector agencies. Broad and Goddard consider the role of performance measurement within UK higher education system, and Galwey and Ogilvie focus on the management of the Crown's (central government) interests in New Zealand tertiary education sector. Papers seven and eight, by de Waal and O'Grady, Rouse and Gunn, consider the role of management control systems. De Waal's paper uses empirical data to consider the relationship between instrumental and behavioural dimensions in organizational performance. The paper by O'Grady, Rouse and Gunn assesses two dominant accounting frameworks to look for potential enhancements and inform future management control research. Finally paper nine by Brudan offers a broad conceptual view of the development of performance management and proposes a systems thinking derived integrated model for the future.
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