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dc.contributor.authorVerweire, Kurt
dc.contributor.authorVan den Berghe, Lutgart
dc.date.accessioned2017-12-02T14:16:27Z
dc.date.available2017-12-02T14:16:27Z
dc.date.issued2003
dc.identifier.urihttp://hdl.handle.net/20.500.12127/975
dc.description.abstractIn this paper, we argue that effective Integrated Performance Management (IPM) needs both strategic and maturity alignment. The management literature focuses on strategic alignment, in this paper we develop 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. We have identified four different maturity levels that indicate how well the organizational and managerial processes within an organization are defined and developed. We argue that insufficient maturity alignment is one of the major reasons why many performance management initiatives fail. Keywords Integrated performance management, strategic alignment, maturity alignment.
dc.language.isoen
dc.publisherVlerick Business School
dc.subjectStrategic Management
dc.titleIntegrated performance management: adding a new dimension
dc.source.issue13
dc.source.numberofpages22
vlerick.knowledgedomainStrategy
vlerick.supervisor
vlerick.typecommWorking paper
vlerick.vlerickdepartmentEGS
dc.relation.urlhttp://public.vlerick.com/Publications/f4598e99-69a9-e011-8a89-005056a635ed.pdf
dc.identifier.vperid35906
dc.identifier.vperid35930
dc.identifier.vpubid1025


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