G. Chapman

Bio: G. Chapman is an academic researcher. The author has contributed to research in topics: Performance measurement. The author has an hindex of 1, co-authored 1 publications receiving 35 citations.

Performance measurement in organisational networks: an exploratory case study

Abstract: This paper is an exploratory case study illustrating the importance of performance measures applied at the level of organisational networks. Traditional practice is limited to measuring performance independently at the level of each member of a network. This paper aims to draft basic principles of performance measurement for organisational networks and focuses on the introduction of the concept of meta-performance, i.e. network-level performance. Meta-performance is a two-dimensional construct which encapsulates (1) the concept of performance per se and (2) the concept of equity within a network. Without a fair distribution of benefits, a network does not perform effectively in its collaborative dimension and thus could fail to perform altogether. The case study illustrates the process of measuring meta-performance.

Performance measurement system for enterprise networks

Abstract: Purpose – The purpose of this research paper is to present a performance measurement system for enterprise networks (PMS‐EN) developed within the context of a European project's context.Design/methodology/approach – This research follows a constructivist approach, based on the following activities: recompilation, analysis and study of scientific knowledge, acquisition of main postulates and construction of initial framework.Findings – This paper describes a performance measurement system called PMS‐EN that can be used for managing performance in the enterprise networks context. After analysing different frameworks relating to such a thematic, and once their main weaknesses were identified, it was decided to develop a PMS that will overcome these difficulties and, at the same time, provide enterprises operating within these environments, with a simple, efficient, robust and useful framework.Research limitations/implications – This PMS has been built upon the framework called PMS IE‐GIP, but thought could b...

Measuring Collaboration Performance in Virtual Organizations

Abstract: Management activities need an appropriate information basis. This applies also to the management of Virtual Organizations (VO). A potential source for this information is Performance Measurement. But traditional Performance Measurement (PM) methodologies and indicators are designed to assess the performance of single companies or static networks. Specific challenges and requirements of VOs are not addressed in an appropriate way. An essential aspect is for instance the collaboration performance, which has in many VOs a vital impact on the success. The objective of this paper is to provide an approach for addressing collaboration performance in the performance measurement of a VO. Therefore the main perspectives of collaboration performance and examples for potential indicators are described.

The role of causal maps in intellectual capital measurement and management

Abstract: Purpose – The purpose of this paper is to investigate the measurement and the management of the dynamic aspects of intellectual capital through the use of causal mapping. Design/methodology/approach – The paper details the methods utilized in a single in-depth case study of a network-based business model. Findings – The paper illustrates how causal mapping can be used to understand how intellectual capital really works in the specific business context in which it is deployed. Moreover, exploiting the causal map as a platform for extracting a set of indicators can provide information on the length of the lag and the persistence of the effects of managerial actions. In addition, it can signal when and how to refine and update the causal map. The combination of these factors can potentially support the dynamic measurement and management of intellectual capital. Research limitations/implications – The paper presented has two main limitations. First, the use of a single case study to provide in-depth and rich ...

Business process interoperability and collaborative performance measurement

Abstract: In the recent years, inter-organisational cooperation has been one of the organisational strategies most used to compete and become adapted to the exigencies of the global market. In this context, internal business processes of the cooperative enterprises should interact to pursue common objectives that will be profitable for all parts. Therefore, it is necessary to measure the performance of these business processes under a strategic approach and in a twofold manner, from a global perspective (inter-enterprise) and from an individual or partial perspective (intra-enterprise). Performance measurement systems (PMSs) described in the literature that discuss this context are very different in their conception and broadness. This paper describes the basic characteristics that PMSs should fulfil to cover interoperability requirements and a literature review of the PMSs that deal with business process interoperability in order to gain detailed insight into PMS definition for these contexts. From the literature ...