This paper proposes a two-dimensional Strategic Performance Measure (SPM) to evaluate the achievement of sustained superior performance. This proposal builds primarily on the fact that, under the strategic management perspective, a firm's prevalent objective is the pursuit of sustained superior performance. Three basic conceptual dimensions stem from this objective: relativity, sign dependence,...

Strategic management is momentous for organizational success and competitive advantage in an increasingly turbulent business environment. Balanced scorecard (BSC) is a framework for evaluating strategic management performance which translates strategy into action via various sets of performance measurement indicators. The main objective of this research is to develop a new fuzzy group MultiCrit...

The power of information technology to support strategic management at the executive level may currently be underutilised. A recently developed strategic management system incorporating extensive domain knowledge can be integrated with advanced data utilisation technology to form a comprehensive strategic management architecture. Specifically, we propose an information architecture that exploit...

As their pace of change accelerates as a result of technological and environmental factors, organizations are faced with challenges in measuring performance. The Balanced Scorecard (BSC) enables managers to translate an organization’s strategic goals into both financial and non-financial performance measures (Kaplan & Norton, 2001). Since being initially proposed by Robert Kaplan and David Nort...

this paper has revised the combined model of chan & qi with supply chain operations reference (scor) .this combined model with hierarchical structure, has three levels and seven criteria that some criteria are quantitative (cost, use of source) and others of them are qualitative (quality, flexibility, tangible, validity and innovation). in order to improvement of this model, this paper has comb...

The balanced scorecard is a strategic performance measurement system developed by Robert S. Kaplan and David P. Norton to help organizations achieve breakthrough results by embedding strategy at the heart of the organization. Developed 12 years ago, the concept was significantly different from any existing performance measurement system and generated considerable excitement. A variety of applic...

Joaquim Soaresa* , Geert Letensa Nathalie Valletb Wouter Van Bockhavenb Heather Keathley-Herringc & Eileen Akend a Department of Economics, Management, and Leadership, Royal Military Academy, Brussels, Belgiumb University Antwerp, Belgiumc Industrial Engineering Management Systems, Central Florida, Orlando, FL, USAd Grado Systems Engineering, Virginia Tech, Blacksburg, VA, USAJoaquim Soares is ...

We draw on a five-year longitudinal data set to investigate the influence of performance measurement in processual dynamics strategic change, particularly enacting effective change. Our model examines role driving strategy-consistent operational changes and ensuring that desired objectives change process are achieved. these roles for over time empirically document lags between priorities, proce...

The concept of green supply chain management (GSCM) is still in its infancy and has been implemented only to a limited extent. Strategic orientation is an important factor affecting its implementation. No reliable and valid strategic orientation construct has been developed for greening a supply chain. This study proposes closed-loop orientation (CLO) as the appropriate strategic orientation to...