Aylin Ates

TL;DR: In this paper, the authors demonstrate that change management process capability is fundamental to creating resilience in SMEs and demonstrate that sustainability and resilience will be enhanced by the ability to embrace organisational and people dime.

TL;DR: In this article, the authors investigate the gap between theory and practice in performance management in small and medium-sized enterprises (SMEs) and analyse it in the light of specific SME characteristics and needs, to identify how SMEs can develop their managerial practice for effective performance management.

TL;DR: In this article, it is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time, and it is these processes that influence organisational performance.

TL;DR: The analysis demonstrates that the maturity models with certain characteristics, promote organisational learning as well as enabling efficient and effective assessment of the performance management practices of the organisations.

TL;DR: In this article, the authors explore how visual strategy and performance management techniques impact performance measurement and management practices of organizations, and present a novel visual performance management approach that is developed and implemented in qualitative case studies with seven manufacturing SMEs across Europe.