Production Performance Assessment at Different Levels …
363
sustainable consumption, among others. For this challenge, a solution found in the
study by Epstein et al. (2015), is that the simultaneous management of social, environmental and financial performance occurs when managers recognize the financial
value of stakeholder reactions to social and environmental performance, creatively
use technology and innovation to overcome “win–win” scenarios-lose” and develop
organizational values that support reasoning and long-term decision-making, with
an emphasis on cross-functional work across company sectors, to do the right thing
and find compensation in another department.
The present study has as limitations: the databases defined in the article selection process and the reduced number of keywords. Suggestions for further research
involve performance measures themselves, where other work may focus on highlighting the highest number of performance indicators at each level, or exploring
more closely one level and extracting more information such as For example, the
most widely used branches of activity as a basis for empirical research and even a
deepening of the reasons why companies pay more attention to the operational and
social level over the strategic level.
References
Bakhtiar A, Purwanggono B, Metasari N (2009) Maintenance function’s performance evaluation
using adapted balanced scorecard model. World Acad Sci Eng Technol 58:548–552
Beer HA, Micheli P (2018) Advancing performance measurement theory by focusing on subjects:
lessons from the measurement of social value. Int J Manag Rev
Behrouzi F, Wong KY, Behrouzi F (2011) A study on lean supply chain performance measures of
SMEs in the automotive industry. In: IEEE international conference on industrial engineering
and engineering management. Anais, pp 237–241
Bhatti MI, Awan HM, Razaq Z, Ishaq Bhatti M, Awan HM (2014) The key performance indicators
(KPIs) and their impact on overall organizational performance. Qual Quant 48(6):3127–3143
Bortoluzzi SC et al (2011) Performance evaluation in small and medium-sized business networks:
state of the art for the delimitations set by the researcher. Electr J Strategy Bus 202–222
Busso CM, Miyake DI (2013) An analysis of the application of indicators alternative to overall
equipment effectiveness (OEE) in the management of a plant’s overall performance, vol 23(2),
pp 205–225
Demo P (1995) Scientific methodology in social sciences, 3rd edn. Atlas, São Paulo
Dresch A et al (2019) Scientific methodology for engineering, 1st edn. Elsevier, Rio de Janeiro
Epstein MJ, Rejc Buhovac A, Yuthas K (2015) Managing social, environmental and financial
performance simultaneously. Long Range Plan 48(1):35–45
Fenema PCV, Keers M (2018) Interorganizational performance management: a coevolutionary
model. Int J Manag Rev
Gaik Chin H, Zameri Mat Saman M (2004) Proposed analysis of performance measurement for a
production system. Bus Process Manag J 10(5):570–583
Ghalayini A, Noble J (1996) The changing basis of performance measurement. Int J Oper Prod
Manag 63–80
Gil AC (2009) Methods and techniques of social research. Atlas, São Paulo
Gosselin M (2005) An empirical study of performance measurement in manufacturing organizations. Int J Prod Perform Manag 419–437
Hayes R, Wheelwringht S (1985) Competing through manufacturing. Harvard Bus Rev 99–109
363
sustainable consumption, among others. For this challenge, a solution found in the
study by Epstein et al. (2015), is that the simultaneous management of social, environmental and financial performance occurs when managers recognize the financial
value of stakeholder reactions to social and environmental performance, creatively
use technology and innovation to overcome “win–win” scenarios-lose” and develop
organizational values that support reasoning and long-term decision-making, with
an emphasis on cross-functional work across company sectors, to do the right thing
and find compensation in another department.
The present study has as limitations: the databases defined in the article selection process and the reduced number of keywords. Suggestions for further research
involve performance measures themselves, where other work may focus on highlighting the highest number of performance indicators at each level, or exploring
more closely one level and extracting more information such as For example, the
most widely used branches of activity as a basis for empirical research and even a
deepening of the reasons why companies pay more attention to the operational and
social level over the strategic level.
References
Bakhtiar A, Purwanggono B, Metasari N (2009) Maintenance function’s performance evaluation
using adapted balanced scorecard model. World Acad Sci Eng Technol 58:548–552
Beer HA, Micheli P (2018) Advancing performance measurement theory by focusing on subjects:
lessons from the measurement of social value. Int J Manag Rev
Behrouzi F, Wong KY, Behrouzi F (2011) A study on lean supply chain performance measures of
SMEs in the automotive industry. In: IEEE international conference on industrial engineering
and engineering management. Anais, pp 237–241
Bhatti MI, Awan HM, Razaq Z, Ishaq Bhatti M, Awan HM (2014) The key performance indicators
(KPIs) and their impact on overall organizational performance. Qual Quant 48(6):3127–3143
Bortoluzzi SC et al (2011) Performance evaluation in small and medium-sized business networks:
state of the art for the delimitations set by the researcher. Electr J Strategy Bus 202–222
Busso CM, Miyake DI (2013) An analysis of the application of indicators alternative to overall
equipment effectiveness (OEE) in the management of a plant’s overall performance, vol 23(2),
pp 205–225
Demo P (1995) Scientific methodology in social sciences, 3rd edn. Atlas, São Paulo
Dresch A et al (2019) Scientific methodology for engineering, 1st edn. Elsevier, Rio de Janeiro
Epstein MJ, Rejc Buhovac A, Yuthas K (2015) Managing social, environmental and financial
performance simultaneously. Long Range Plan 48(1):35–45
Fenema PCV, Keers M (2018) Interorganizational performance management: a coevolutionary
model. Int J Manag Rev
Gaik Chin H, Zameri Mat Saman M (2004) Proposed analysis of performance measurement for a
production system. Bus Process Manag J 10(5):570–583
Ghalayini A, Noble J (1996) The changing basis of performance measurement. Int J Oper Prod
Manag 63–80
Gil AC (2009) Methods and techniques of social research. Atlas, São Paulo
Gosselin M (2005) An empirical study of performance measurement in manufacturing organizations. Int J Prod Perform Manag 419–437
Hayes R, Wheelwringht S (1985) Competing through manufacturing. Harvard Bus Rev 99–109