360
A. Schlickmann et al.
3081
936
2
5
0
1000
2000
3000
Measuring supply
chain performance
The changing basis of
performance
measurement
Number of Quotes
Most relevant articles
Scientific Article Recognition
Portfólio Bibliográfico (PB)
Referências do PB
4
0
9
39
0
10
20
30
40
Stefano Tonchia
Robert Steven Kaplan
Number of Publications
Most Relevant Authors
Degree of Relevance of Authors
Portfólio Bibliográfico (PB)
Referências do PB
6
5
67
89
0
20
40
60
80
100
International Journal
of Production
Economics
International Journal
of Operations and
Production
Management
Number of Publications
Most relevant journals
Degree of Relevance of Journals
Portfólio Bibliográfico (PB)
Referências do PB
Fig. 4 Bibliometric analysis panel for the degree of relevance of journals, scientific recognition of
articles and degree of relevance of authors. Source Research Data
4.3 Content Analysis
The results to identify which level of assessment (social, strategic, operational) is
most addressed is shown in Table 2. The 26 codes were coded 132 times.
As shown in Table 2, the level of evaluation that most appears in the articles of the
Bibliographic Portfolio is the Operational with 20 papers that presented 65 codings,
followed by the Social Level with 59 codings and searched in 7 articles. Articles
not shown in Table 2 were not coded for the assessment levels. In terms of time
analysis, the first work to address Social Level performance measures is 2007 and in
2016 virtually all dimensions of that level were detailed, more specifically in Article
35. It is further noted that after 2010 the work that assessing social, environmental
and economic impact (social-level categories) began to appear more frequently and
converging with the results of the literature review on sustainability measurement by
Mura et al. (2018).
Table 2 also shows that most works on production performance appraisal take
an individualized approach, that is, they address more deeply only one of the
levels: social, strategic or operational. Among the few studies that study performance measures at the three levels, highlight to article 29 by Tokos et al. (2012)
who proposed a methodology for integrated performance assessment for breweries
and article 32 by Bhatti et al. (2014) who explored key performance indicators in
A. Schlickmann et al.
3081
936
2
5
0
1000
2000
3000
Measuring supply
chain performance
The changing basis of
performance
measurement
Number of Quotes
Most relevant articles
Scientific Article Recognition
Portfólio Bibliográfico (PB)
Referências do PB
4
0
9
39
0
10
20
30
40
Stefano Tonchia
Robert Steven Kaplan
Number of Publications
Most Relevant Authors
Degree of Relevance of Authors
Portfólio Bibliográfico (PB)
Referências do PB
6
5
67
89
0
20
40
60
80
100
International Journal
of Production
Economics
International Journal
of Operations and
Production
Management
Number of Publications
Most relevant journals
Degree of Relevance of Journals
Portfólio Bibliográfico (PB)
Referências do PB
Fig. 4 Bibliometric analysis panel for the degree of relevance of journals, scientific recognition of
articles and degree of relevance of authors. Source Research Data
4.3 Content Analysis
The results to identify which level of assessment (social, strategic, operational) is
most addressed is shown in Table 2. The 26 codes were coded 132 times.
As shown in Table 2, the level of evaluation that most appears in the articles of the
Bibliographic Portfolio is the Operational with 20 papers that presented 65 codings,
followed by the Social Level with 59 codings and searched in 7 articles. Articles
not shown in Table 2 were not coded for the assessment levels. In terms of time
analysis, the first work to address Social Level performance measures is 2007 and in
2016 virtually all dimensions of that level were detailed, more specifically in Article
35. It is further noted that after 2010 the work that assessing social, environmental
and economic impact (social-level categories) began to appear more frequently and
converging with the results of the literature review on sustainability measurement by
Mura et al. (2018).
Table 2 also shows that most works on production performance appraisal take
an individualized approach, that is, they address more deeply only one of the
levels: social, strategic or operational. Among the few studies that study performance measures at the three levels, highlight to article 29 by Tokos et al. (2012)
who proposed a methodology for integrated performance assessment for breweries
and article 32 by Bhatti et al. (2014) who explored key performance indicators in