Business performance measurement use in a small-to-medium enterprise : a case study : a thesis presented in partial fulfillment of the requirements for the degree of Doctor of Business and Administration at Massey University, New Zealand
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Date
2013
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Massey University
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Abstract
This thesis presents findings from a three-year action research case study undertaken to
address gaps in our understanding of performance measurement use at the senior
management team and board level of small-to-medium sized enterprises (SME). The
literature review highlights the complex nature of performance measurement and
discusses significant frameworks developed to assist organizations manage their
performance. The review revealed that the majority of research is directed into
performance measurement design and implementation. Studies into performance
measurement use, especially in SMEs, are rare. Gaps in the existing literature are
identified.
Action research was chosen as the methodology for this study as it allowed the
researcher to be a member of the team planning, acting, observing and reflecting
(learning) from each action research cycle to improve the existing performance
measurement system and use within the case study company. The mode of access,
ethical considerations, and the evolution of the research project are described. The
advantages of this method are discussed, as are the limitations of generalizing from this
single case action research study.
A detailed description of the case company is presented and the case study mirrors the
timeline of the research. The results have implications for both practice and research.
The implications for the practice of performance measurement in SMEs are organized
under four groupings: strategy, structure, use and risk management. In respect to
contributions to scholarship, the study suggests the importance of identifying key
indicators as companies’ progress towards embedding a performance measurement
system. Furthermore, to improve the risk management profile of SMEs, research is
encouraged to investigate relationships between how companies frame their
performance measures during the design phase of introducing a new performance
measurement system, and in particular, the relationship between an organization’s
attitudes towards success, failure, risk management and performance measurement.
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Keywords
Business performance measurement, Small businesses, SMEs, Risk management