Alignment of performance metrics in a multi-enterprise agribusiness: a case of integrated autonomy?
Article
Bryceson, Kim P. and Slaughter, Geoff. 2010. "Alignment of performance metrics in a multi-enterprise agribusiness: a case of integrated autonomy?" International Journal of Productivity and Performance Management. 59 (4), pp. 325-350. https://doi.org/10.1108/17410401011038892
| Article Title | Alignment of performance metrics in a multi-enterprise agribusiness: a case of integrated autonomy? |
|---|---|
| ERA Journal ID | 19353 |
| Article Category | Article |
| Authors | Bryceson, Kim P. (Author) and Slaughter, Geoff (Author) |
| Journal Title | International Journal of Productivity and Performance Management |
| Journal Citation | 59 (4), pp. 325-350 |
| Number of Pages | 26 |
| Year | 2010 |
| Place of Publication | Bingley, W Yorks. United Kingdom |
| ISSN | 0043-8022 |
| 1741-0401 | |
| 1758-6658 | |
| Digital Object Identifier (DOI) | https://doi.org/10.1108/17410401011038892 |
| Abstract | Purpose - To examine the disconnect that can develop between corporate goals and those of individual intra-organisational business units arranged as an internal supply chain within a large vertically integrated agribusiness. To explore and discuss the development of a holistic performance metrics system that facilitates internal supply chain coordination and cohesion while allowing synergies to develop across the company. Design/methodology/approach - A case study approach involving a participative action research component was used to examine the disconnect between internal business unit (operational) goals and overall corporate (strategic) goals and to develop a conceptual performance assessment model addressing both operational and strategic contexts. Findings - The findings show that appropriate performance indicators and measures can be created that relate directly to logical operational outcomes thus encouraging a more tightly integrated internal supply chain, a stronger coherence among the components and a better aligned set of operational and corporate goals. Research limitations/implications - Only financial information and data obtained from a participative managerial decision making simulation were used to explore performance goal incongruence between operational and corporate managers, compared to the need for multiple contextual performance measurement metrics that the literature suggest provides a best practice system. Originality/value – The rapidly developing corporate agribusiness sector provides a unique operating environment in that these companies deal primarily in self regenerating assets such as livestock. Additionally we explore for the first time the development of performance metrics for improving the coordinated integration of autonomous business units is explored for the first time and the concept of “Integrated Autonomy” is suggested as a way to describe the resulting situation. |
| Keywords | case study; agribusiness; internal supply chain; performance measurement; goal alignment; integrated autonomy |
| ANZSRC Field of Research 2020 | 300208. Farm management, rural management and agribusiness |
| 350799. Strategy, management and organisational behaviour not elsewhere classified | |
| 350999. Transportation, logistics and supply chains not elsewhere classified | |
| Public Notes | File reproduced in accordance with the copyright policy of the publisher/author. |
| Byline Affiliations | University of Queensland |
| School of Accounting, Economics and Finance |
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