Strategic Enterprise Management Systems: new directions for research |
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| Institution: | 1. Aston Business School, Aston University, Aston Triangle, Birmingham B4 7ET, UK;2. Queens University Belfast, Belfast, UK;1. Bundeswehr University Munich, Munich, Germany;2. Drexel University—LeBow College of Business, Philadelphia, PA, United States;3. Zeppelin University, Friedrichshafen, Germany;1. Beedie School of Business, Simon Fraser University, 8888 University Drive, V5A 1S6, Burnaby, British Columbia, Canada;2. Department of International Economics and Management, Copenhagen Business School, Porcelanshaven 24, 2000, Frederiksberg, Denmark;1. Jon M. Huntsman School of Business, Utah State University, Eccles Business Building, 802, 3500 Old Main Hill, Logan, UT, 84322-3500, United States;2. College of Business, University of Nebraska-Lincoln, 445C Hawks Hall, Lincoln, NE, 68588-0488, United States;1. Safety Science Group, Delft University of Technology, The Netherlands;2. University of Huddersfield, United Kingdom;3. Delft, The Netherlands;4. Product and Process Engineering, Delft University of Technology, The Netherlands;5. Council for the Environment and Infrastructure, The Hague, The Netherlands;6. Institute of Cognitive Psychology, University of Leyden, TNO, Leyden, The Netherlands;1. North Central College, Department of Management & Marketing, 30 N. Brainard Street, Naperville, IL 60540, USA;2. Old Dominion University, Strome College of Business, 2137 Constant Hall Norfolk, VA 23529, USA;3. Old Dominion University, Strome College of Business, 2166 Constant Hall Norfolk, VA 23529, USA;4. East Carolina University, 3111 Bate Building, Greenville, NC 27858-4353, USA |
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| Abstract: | In a world obsessed with performance, many organisations welcome systems that claim to offer a structured solution to improving performance, such as Strategic Enterprise Management (SEM). But while much has been written about how to measure performance, little is known about the interaction between performance measurement and management (PMM) and the many ways in which organizations strive to improve their performance. This paper studies the interrelationships among SEM systems, PMM and organisational change programmes within Pettigrew’s “context, content, process” model. The problems of SEM design, implementation and use are explored using the insights of several theories, following the arguments of Hammersley Handbook of Qualitative Research Methods, The British Psychological Society, 1996] that such an approach permits a richer understanding of management practice. Having also identified potential solutions for the design, implementation and use of SEM systems, we develop a number of research questions to be explored in future research. |
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