Integrated performance management: adding a new dimension
Verweire, Kurt Van den Berghe, Lutgart
Verweire, Kurt
Van den Berghe, Lutgart
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Publication Type
Journal article with impact factor
Editor
Supervisor
Publication Year
2003-10-01
Journal
Management Decision
Book
Publication Volume
41
Publication Issue
8
Publication Begin page
782
Publication End page
790
Publication Number of pages
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Abstract
Argues that effective integrated performance management (IPM) needs both strategic and maturity alignment. The management literature focuses on strategic alignment; develops the concept of maturity alignment. Maturity alignment indicates that an organization must install the appropriate managerial and operational processes in accordance with the desired maturity level. Identifies four different maturity levels that indicate how well the organizational and managerial processes within an organization are defined and developed. Argues that insufficient maturity alignment is one of the major reasons why many performance management initiatives fail.
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Keywords
35 Commerce, Management, Tourism and Services, 3507 Strategy, Management and Organisational Behaviour