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首页> 外文期刊>The International Journal of Productivity and performance management >The impact of performance measurement in strategic planning
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The impact of performance measurement in strategic planning

机译：绩效评估对战略规划的影响

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Purpose - To investigate the impact of performance measurement in strategic planning process. Design/methodology/approach - A large scale survey was conducted online with Warwick Business School alumni. The questionnaire was based on the Strategic Development Process model by Dyson. The questionnaire was designed to map the current practice of strategic planning and to determine its most influential factors on the effectiveness of the process. All questions were close ended and a seven-point Likert scale used. The independent variables were grouped into four meaningful factors by factor analysis (Varimax, coefficient of rotation 0.4). The factors produced were used to build regression models (stepwise) for the five assessments of strategic planning process. Regression models were developed for the totality of the responses, comparing SMEs and large organizations and comparing organizations operating in slowly and rapidly changing environments. Findings - The results indicate that performance measurement stands as one of the four main factors characterising the current practice of strategic planning. This research has determined that complexity coming from organizational size and rate of change in the sector creates variation in the impact of performance measurement in strategic planning. Large organizations and organizations operating in rapidly changing environments make greater use of performance measurement Research limitations/implications - This research is based on subjective data, therefore the conclusions do not concern the impact of strategic planning process' elements on the organizational performance achievements, but on the success/effectiveness of the strategic planning process itself. Practical implications - This research raises a series of questions about the use and potential impact of performance measurement, especially in the categories of organizations that are not significantly influenced by its utilisation. It contributes to the field of performance measurement impact. Originality/value - This research fills in the gap literature concerning the lack of large scale surveys on strategic development processes and performance measurement. It also contributes in the literature of this field by providing empirical evidences on the impact of performance measurement upon the strategic planning process.
机译：目的-调查绩效评估在战略规划过程中的影响。设计/方法/方法-与Warwick商学院校友在线进行了大规模调查。该调查表基于戴森的战略发展过程模型。问卷的设计旨在绘制战略规划的当前实践，并确定其对流程有效性的最有影响力的因素。所有问题都是封闭式的，使用了七点李克特量表。通过因子分析将自变量分为四个有意义的因子（Varimax，旋转系数0.4）。所产生的因素用于建立战略模型过程的五次评估的回归模型（逐步）。开发了用于总体响应的回归模型，比较了中小企业和大型组织，并比较了在缓慢而快速变化的环境中运行的组织。调查结果-结果表明，绩效评估是表征当前战略规划实践的四个主要因素之一。这项研究已经确定，来自组织规模和部门变化率的复杂性会在战略计划中影响绩效衡量的影响。大型组织和在快速变化的环境中运作的组织更多地使用了绩效评估。研究的局限性/启示-该研究基于主观数据，因此结论不涉及战略规划过程要素对组织绩效的影响，而是战略规划过程本身的成功/有效性。实际意义-这项研究提出了一系列有关绩效评估的用途和潜在影响的问题，尤其是在不受其使用影响显着的组织类别中。它有助于绩效评估的领域。原创性/价值-这项研究填补了关于缺乏有关战略发展过程和绩效衡量的大规模调查缺乏的文献。通过提供有关绩效评估对战略规划过程影响的经验证据，它也为该领域的文献做出了贡献。

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