Browsing by Author "Bellisario, Andrea"

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    Performance management practices in lean manufacturing organizations: a systematic review of research evidence
    (Taylor and Francis, 2018-02-07) Bellisario, Andrea; Pavlov, Andrey
    This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.
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    The role of performance measurement in aligning operations with strategy: Sustaining cognitive processes of internal alignment
    (Emerald, 2021-10-29) Bellisario, Andrea; Pavlov, Andrey; van der Steen, Martijn Pieter
    Purpose: This paper addresses an important theoretical shortcoming in the conceptualization of internal alignment by investigating the cognitive processes involved in aligning operations with strategy and the role of performance measurement (PM) in sustaining these processes. Design/methodology/approach: A theory-building study investigates the process of using PM to drive the implementation of a new strategy in a large beer manufacturer in Italy. The study employs a sensemaking perspective to theorize the findings. Data were collected through semi-structured interviews, field observations, and company documents. Findings: This study develops a theoretical model suggesting that establishing and maintaining internal alignment occurs through seeking, assembling, adjusting, and finalizing the meaning of how strategic priorities inform local action. PM plays a central role in this process by providing interpretive support. Research implications: This article advances a cognition-centered view of internal alignment that complements the behavioral aspect of the phenomenon emphasized in prior literature. Practical implications: Using PM for aligning operations with strategy is a complex and iterative process that requires time and effort and generates temporary stability. Managers may need to complement traditional approaches to alignment with providing space for sensemaking. Originality/value: The paper proposes a view of internal alignment as an ongoing interpretive process that is sustained by PM. This process brings about the consistency of meanings that generates strategy-consistent behaviors.