Emergent strategy and the measurement of performance: the formulation of performance indicators at the microlevel

Alan D. Lowe, Angela Jones

Research output: Contribution to journalArticle

Abstract

This article presents some evidence on an aspect of the design of a strategic control system, at the microlevel, within a single organization. The research we report used an ethnographic approach to provide an understanding of strategy formulation. Our aim is to contribute to an area of literature which is of increasing significance, but relatively underdeveloped in terms of the application of in-depth, field-research techniques. We take an intensive look at the manner in which performance measures are formulated, at the microlevel, within a single organization. The article presents, as an in-depth case analysis, the experience of a fisheries holding company in New Zealand. The article recounts the experiences of managers within the organization of the process of identification of such things as critical success factors and key performance indicators (KPIs) and, more broadly, the formulation of a strategic performance measurement system.
Original languageEnglish
Pages (from-to)1313-1337
Number of pages25
JournalOrganization Studies
Volume25
Issue number8
DOIs
Publication statusPublished - Oct 2004

Fingerprint

Fisheries
Managers
Control systems
Performance indicators
Emergent strategy
Industry
Case analysis
New Zealand
Critical success factors
Performance measurement system
Field research
Key performance indicators
Strategy formulation
Performance measures
Strategic control

Keywords

  • performance measurement
  • case study
  • strategy formulation
  • qualitative research
  • emergence

Cite this

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Emergent strategy and the measurement of performance : the formulation of performance indicators at the microlevel. / Lowe, Alan D.; Jones, Angela.

In: Organization Studies, Vol. 25, No. 8, 10.2004, p. 1313-1337.

Research output: Contribution to journalArticle

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