| dc.description.abstract | Overview
Globalisation, increased competition and the fact that both strategy and performance
must stay abreast of rapidly changing conditions has led to an increase in the use of
performance management tools by organisations to improve the quality of their
products and services, providing a sense of direction for performance improvement
which supports strategy execution.
One such performance management tool is the critical success factor method. The
performance indicators from the csf method provide an accurate indication of
performance and determine how business processes could be improved to achieve
strategic objectives, offering real-time performance management.
Purpose
This paper explores the practice of csfs within the performance management of the
publicly listed companies in Ireland. It specifically focuses on the purpose and extent
of their practice, while simultaneously acquiring the opinions of publicly listed
companies on the merits and demerits of using csfs in performance management.
Findings
Csfs were found to be widely practiced in both strategic management and performance
management and in general, organisations see the benefits of their use. However,
discrepancies to the literature have occurred in the practice of csfs in both the strategic
management and performance management processes with a possible gap emerging
between strategy and execution leading the researcher to recommend further research
to explore that gap.
Future research
The researcher also discovered that the balanced scorecard had perhaps, been used in
every aspect except name only, prompting their recommendation for further research
to evaluate this analysis. | en |
