This document summarizes three studies on performance measurement and management in small and medium enterprises (SMEs):
1) The first study surveyed UK SMEs and found low awareness and usage of the Balanced Scorecard, with SMEs focused on day-to-day operations over intangible assets. It proposed a Balanced Scorecard implementation plan for SMEs adapted from the Japanese Hoshin Kanri technique.
2) The second study analyzed Australian SME financial data and found no evidence total quality management improved financial performance when controlling for size and risk.
3) The third study proposed a performance measurement and management system for SMEs based on analyzing connections between business practices and financial
This document summarizes three studies on performance measurement and management in small and medium enterprises (SMEs):
1) The first study surveyed UK SMEs and found low awareness and usage of the Balanced Scorecard, with SMEs focused on day-to-day operations over intangible assets. It proposed a Balanced Scorecard implementation plan for SMEs adapted from the Japanese Hoshin Kanri technique.
2) The second study analyzed Australian SME financial data and found no evidence total quality management improved financial performance when controlling for size and risk.
3) The third study proposed a performance measurement and management system for SMEs based on analyzing connections between business practices and financial
This document summarizes three studies on performance measurement and management in small and medium enterprises (SMEs):
1) The first study surveyed UK SMEs and found low awareness and usage of the Balanced Scorecard, with SMEs focused on day-to-day operations over intangible assets. It proposed a Balanced Scorecard implementation plan for SMEs adapted from the Japanese Hoshin Kanri technique.
2) The second study analyzed Australian SME financial data and found no evidence total quality management improved financial performance when controlling for size and risk.
3) The third study proposed a performance measurement and management system for SMEs based on analyzing connections between business practices and financial
Bibliography Major Objective/s Delineated Method, Major Findings
Central Factors/Variables/ Data Gathering
Question/Main Themes Tool, Problem Subject/Partici pant To determine the performance Survey The results suggest Tennant C., and awareness and usage management and that SMEs are not Tanoren M.,2005 of the BS in UK-based measurement; Balanced aware of the BS “Performance manufacturing SMEs, Scorecard (BS); Hoshin and hence, the management in SMEs: to identify the current Kanri; policy usage rate is very a Balanced Scorecard strategic and deployment; Small- and low compared to perspective”, Int. J. performance Medium- sized large companies. Business Performance management Enterprises (SMEs); Furthermore, SMEs Management, Vol. 7, practices of these strategic managemen were found to be No. 2, companies and to oriented towards highlight the key day-to-day areas that will benefit activities resulting from the in largely implementation of ineffective the BS performance management of important but intangible assets such as employees, information systems, organisational learning and innovation. A BS implementation plan for SMEs is proposed, which adopts the catchball process from the Japanese strategy implementation technique known as Hoshin Kanri or policy deployment. Kober R., To examine whether Financial performance; Survey Analysis of Subraamanniam T., the management Small and medium Australian Bureau Watson J., 2012 accounting practice of enterprises (SMEs); Total of Statistics “The impact of total total quality quality management financial data for quality management management (TQM) (TQM) 3776 SMEs found adoption on small and positively impacts on no evidence that medium enterprises’ financial performance”, the financial TQM improved Accounting and performance of small financial Finance ., Volume52, and medium performance after p. 421–438 enterprises (SMEs) controlling for size and risk. Results contribute to literature by highlighting that management accounting practices developed for larger companies may not necessarily be transposable to SMEs. To propose a Business practices, non- Findings show that Bahri M., St-Pierre J., Sakka O., (2017), performance SME, performance probabilistic an understanding measurement and measurement, sample of the business "Performance management system performance practice/financial measurement and (PMMS) for small- management statement management for manufacturing SMEs: and medium-sized connection can be A financial enterprises (SMEs) useful in managing statement-based based on an analysis SME performance. system”, Measuring of the connections It indicates that Business Excellence, between the firm’s some practices Vol. 21 Issue No. 1 business practices influence and financial results performance as reported in the quickly while financial statements others have a deferred effect. In addition, some practices have impacts that are significant in specific areas of the organization but insignificant in terms of overall performance, while others affect the firm’s overall performance but not the specific area they are intended to improve.