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Theory and practice in SME performance measurement systems

Mel Hudson (Department for Business Development, University of Plymouth, UK)
Andi Smart (School of Business and Economics, University of Exeter, UK,)
Mike Bourne (Manufacturing Engineering Group, University of Cambridge, UK)

International Journal of Operations & Production Management

ISSN: 0144-3577

Article publication date: 1 August 2001

22560

Abstract

Describes research undertaken to evaluate the appropriateness of strategic performance measurement (PM) system development processes for small‐ and medium‐sized enterprises (SMEs). An evaluation is undertaken of ten PM approaches found in the literature. To facilitate this evaluation a typology is presented which synthesises current theory. This evaluation resulted in the identification of a process, based on its congruency to the theoretical model, which is used for an empirical investigation. Empirical data from SMEs is collected and analysed using the typology. This indicates a discontinuity between current theory and the requirements of practitioners in small companies. The paper concludes with a number of recommendations to facilitate the development of appropriate PM processes for SMEs.

Keywords

Citation

Hudson, M., Smart, A. and Bourne, M. (2001), "Theory and practice in SME performance measurement systems", International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1096-1115. https://doi.org/10.1108/EUM0000000005587

Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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