Experimenting lean dynamic performance management systems design in SMEs

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Abstract

Purpose: The purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines. Design/methodology/approach: The paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development. Findings: The conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts. Originality/value: Growing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.
Lingua originaleEnglish
pagine (da-a)1234-1251
Numero di pagine18
RivistaTHE INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT
Volume67
Stato di pubblicazionePublished - 2018

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)
  • Strategy and Management

Cita questo

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title = "Experimenting lean dynamic performance management systems design in SMEs",
abstract = "Purpose: The purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines. Design/methodology/approach: The paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development. Findings: The conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts. Originality/value: Growing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.",
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author = "Carmine Bianchi and Federico Cosenz and Graham Winch",
year = "2018",
language = "English",
volume = "67",
pages = "1234--1251",
journal = "International Journal of Productivity and Performance Management",
issn = "1741-0401",
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TY - JOUR

T1 - Experimenting lean dynamic performance management systems design in SMEs

AU - Bianchi, Carmine

AU - Cosenz, Federico

AU - Winch, Graham

PY - 2018

Y1 - 2018

N2 - Purpose: The purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines. Design/methodology/approach: The paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development. Findings: The conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts. Originality/value: Growing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.

AB - Purpose: The purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines. Design/methodology/approach: The paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development. Findings: The conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts. Originality/value: Growing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.

KW - Case studies; Entrepreneurial capabilities; Insight models; Lean dynamic performance management; Small and micro-firms; System dynamics; Business, Management and Accounting (all); Strategy and Management1409 Tourism, Leisure and Hospitality Management

UR - http://hdl.handle.net/10447/295788

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JO - International Journal of Productivity and Performance Management

JF - International Journal of Productivity and Performance Management

SN - 1741-0401

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