Strategic Management Journal · 1986 · 1.3K citations · 35 references
BusinessStrategic ManagementStrategyBusiness StrategyCorporate StrategyPerformance MeasurementCorporate Strategy AnalysisOrganizational PerformancePerformance MeasuresPerformance MetricsStrategic Performance ManagementStrategic Performance MeasurementBusiness Performance AnalysisCorporate Performance MetricsFirm PerformancePerformance Measurement SystemsProfitability MeasurementStrategic BenchmarkingStrategic IndicatorsStrategic Metrics
Abstract This paper demonstrates the inadequacy of traditional measures, that are based on a firm's profitability, for evaluating its strategic performance. Two other measures, one that attempts to assess the quality of a firm's transformations (and not merely its outcomes) and the other that attempts to measure the satisfaction of all of the firm's stakeholders (and not merely its stockholders), are shown here to be important discriminators of strategic performance. The performances of seven ‘excellent’ firms from the computer industry, featured in the recent book by Peters and Waterman, are contrasted with that of seven ‘non‐excellent’ firms from the same industry, to develop a framework for measuring strategic performance.
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Organizational Strategy, Structure, and Process
Raymond E. Miles, Charles C. Snow, Alan D. Meyer et al. · Academy of Management Review · 1978 · 7.1K citations