Alignment of performance metrics in a multi-enterprise agribusiness: Achieving integrated autonomy?

Bryceson, K. P. and Slaughter, G. (2010) Alignment of performance metrics in a multi-enterprise agribusiness: Achieving integrated autonomy?. International Journal of Productivity and Performance Management, 59 4: 325-350. doi:10.1108/17410401011038892


Author Bryceson, K. P.
Slaughter, G.
Title Alignment of performance metrics in a multi-enterprise agribusiness: Achieving integrated autonomy?
Journal name International Journal of Productivity and Performance Management   Check publisher's open access policy
ISSN 1741-0401
Publication date 2010
Sub-type Article (original research)
DOI 10.1108/17410401011038892
Volume 59
Issue 4
Start page 325
End page 350
Total pages 26
Place of publication United Kingdom
Publisher Emerald Group Publishing Ltd.
Collection year 2011
Language eng
Formatted abstract Purpose:
The purpose of this paper is to examine the disconnect that can develop between corporate goals and those of individual intra-organisational business units arranged as an internal supply chain within a large vertically integrated agribusiness. It also aims to explore and discuss the development of a holistic performance metrics system that facilitates internal supply chain coordination and cohesion, while allowing synergies to develop across the company.

Design/methodology/approach:

A case study approach involving a participative action research component was used to examine the disconnect between internal business unit (operational) goals and overall corporate (strategic) goals and to develop a conceptual performance assessment model addressing both operational and strategic contexts.

Findings:
The findings show that appropriate performance indicators and measures can be created that relate directly to logical operational outcomes, thus encouraging a more tightly integrated internal supply chain, a stronger coherence among the components and a better aligned set of operational and corporate goals.

Research limitations/implications: Only financial information and data obtained from a participative managerial decision-making simulation were used to explore performance goal incongruence between operational and corporate managers, compared with the need for multiple contextual performance measurement metrics that the literature suggests provides a best practice system.

Originality/value:
The rapidly developing corporate agribusiness sector provides a unique operating environment in that these companies deal primarily in self-regenerating assets such as livestock. Additionally the development of performance metrics for improving the coordinated integration of autonomous business units is explored for the first time and the concept of "Integrated Autonomy" is suggested as a way to describe the resulting situation. © Emerald Group Publishing Limited.
References Agricultural products; Performance measures; Supply chain management
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2011 Collection
School of Agriculture and Food Sciences
 
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Created: Thu, 24 Mar 2011, 15:44:40 EST by Marie-Louise Moore on behalf of School of Agriculture and Food Sciences