We have negotiated special issues with three prominent journals, the International Journal of Management Reviews (IJMR), the International Journal of Operations and Production Management (IJOPM) and Measuring Business Excellence (MBE).
The purpose of the IJMR special issue is to compile a number of contributions that conceptualise the theoretical basis of performance measurement and management from different perspectives, such as strategy, operations, marketing, human resources, accounting, organisational behaviour and so on. In keeping with the approach of IJMR, we also welcome contributions that take a critical approach to performance measurement and management. We hope that through these contributions we will take a significant step towards developing a more robust theoretical basis for organisational performance.
The nature of work is continuing to evolve and tradition forms of performance management, management controls and costing systems are being rendered redundant. The role of performance measurement is evolving and individuals, teams and business unit have to use their own performance measures to manage their operations rather than to rely on centralized directives. Also, the pace of environmental change is now an issue. Performance measurement systems have been criticized for not being sufficiently dynamic and responsive. The emergence of new measurement practices are in conflict with some traditional management control theories, suggesting we need to revisit are theoretical assumptions. The special issue will solicit high quality papers in one of three areas:
Contemporary and – almost certainly – future modes of performance measurement and management owe much to the contributions of acknowledged masters: Shigeo Shingo, Tomas Bata, W. Edwards Deming, Joseph M. Juran and numerous others. These and other voices have influenced the content, intent, and direction of well-known approaches to holistic enterprise performance measurement and management that include the principles and models that support the Shingo Prize, European Quality Award, America’s Malcolm Baldrige National Quality Award, the Balanced Scorecard, the Performance Prism and other more recent developments.
In near parallel enterprises have become morally, ethically, and legally obliged to address social and environmental responsibilities and challenges, many of which are global in scope. In response we have seen the rise of specialized innovation and design approaches such as biomimicry and cradle-to-cradle design. It may be noted that performance measurement and management systems evolve in holistic directions wherein the enterprise must of necessity concurrently and integratively address economic, social, environmental, and innovation performance and impact along with performance and impact in other areas of importance more specific to the enterprise.
Although full convergence of the management philosophies of the masters, business and performance excellence models, economic and social sustainability, and innovation is immature at best, a trend toward such convergence is apparent. So we are interested in contributing to this area of new development. While all relevant manuscripts will be considered, the special issue is particularly interested in high quality papers in the following areas: