Multi-perspective performance reporting systems, continuous improvement systems and organisational performance

Article

Iselin, Errol R., Sands, John and Mia, Lokman. 2011. "Multi-perspective performance reporting systems, continuous improvement systems and organisational performance." Journal of General Management. 36 (3), pp. 19-36. https://doi.org/10.1177/030630701103600302
Article Title

Multi-perspective performance reporting systems, continuous improvement systems and organisational performance

ERA Journal ID19173
Article CategoryArticle
AuthorsIselin, Errol R. (Author), Sands, John (Author) and Mia, Lokman (Author)
Journal TitleJournal of General Management
Journal Citation36 (3), pp. 19-36
Number of Pages18
Year2011
PublisherSAGE Publications Ltd
Place of PublicationUnited Kingdom
ISSN0306-3070
1759-6106
Digital Object Identifier (DOI)https://doi.org/10.1177/030630701103600302
Web Address (URL)https://journals.sagepub.com/doi/10.1177/030630701103600302
Abstract

The use of multi-perspective performance reporting systems (MPRS) such as the balanced scorecard (BSC), is widespread. This study's motivation comes from the importance of these systems and the lack of knowledge about them. Continuous improvement systems (CIS) are another management innovation. CIS constantly look for ways to improve performance and are used in conjunction with performance reporting systems. The research objectives were to study MPRS users and discover whether the use of CIS improved organisational performance. It was found that the use of CIS by MPRS users was positively associated with performance. The implications of these findings for managers were considered.

Keywordsmulti-perspective performance reporting systems; continuous improvement systems; organisational performance
ANZSRC Field of Research 2020350711. Organisational planning and management
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Byline AffiliationsBond University
Griffith University
Institution of OriginUniversity of Southern Queensland
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