Aderência do <i>Performance Prism</i> em MPE’s: um estudo de casos múltiplos

Severgnini, Elizandra; Galdamez, Edwin V. Cardoza; Camacho, Reinaldo Rodrigues

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Sumário

Original Article • Gest. Prod. 26 (4) • 2019 • https://doi.org/10.1590/0104-530X3014-19 copiar

Aderência do Performance Prism em MPE’s: um estudo de casos múltiplos

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

Na literatura sobre os modelos de avaliação de desempenho organizacional, são um tanto raras as pesquisa sobre o Performance Prism (PP), especialmente quanto ao seu uso como ferramenta de gestão e sua validade como instrumento direcionador da estratégia. Também são escassos os estudos sobre a aplicabilidade das pesquisas relacionadas à implementação, análise, uso e até mesmo manutenção do PP em micro e pequenas empresas. Com base nesse gap, este estudo tem por objetivo principal realizar i) um estudo bibliométrico do PP; ii) desenvolver estudos de casos múltiplos de micro e pequenas empresas quanto à observação e adequação das organizações ao modelo. Para atender o primeiro objetivo, uma pesquisa bibliométrica tipo desk research foi realizada nas principais bases de dados do ISI Web of Knowledge, EBSCO, e Proquest. A pesquisa gerou uma base de 81 artigos, sendo que alguns estudos se encaixaram no escopo desta pesquisa . Para atingir o segundo objetivo, um estudo de caso múltiplo com cinco micro e pequenas empresas (nos segmentos de esportes, farmácias, confecções, loja de departamentos e uma facção) foi realizado. Os achados da pesquisa mostraram as cinco facetas do PP, denominadas: 1) Satisfação dos Stakeholders; 2) Contribuição dos Stakeholders; 3) Estratégias; 4) Processos; e 5) Capacidades. Além disso, os achados apresentaram uma nova dimensão denominada de 6) Desempenho. Os resultados também demonstraram que o quesito de Capacidades é fortemente visto como treinamento de colaboradores, que a Dinâmica de Desempenho é fundamentalmente ponderada como volume de vendas e não como lucro e que a Contribuição dos Stakeholders para o negócio é pouco evidenciada.

Palavras-chave:
MPE’s; Medição de desempenho; Performance Prism

Constructs	Questions	Objective
Stakeholder satisfaction	In your opinion who are the most important people or institutions for the operation of your company?	Grasp the managers' understanding of the recognition of who are the main stakeholders that generate value for their business.
Strategies	What strategies should the company put in place to ensure stakeholders' wants and needs?	Identify whether the company's strategies are aligned to meet the needs and expectations pointed out by Stakeholders, as well as the desires in the company's results.
Processes	What processes does the company need to put into practice to enable them to implement the strategy?	Identify if the processes implemented, fulfill the execution of the strategy (e.g. quality, time of integration).
Capabilities	What capabilities does the company need to have to enable the operation of all these processes?	Identify if the combination of people, practices, technology and infrastructure allows creating value in the processes for Stakeholders.
Contribution of Stakeholders	As a company manager, what do you want from these people or institutions?	Know the understanding of the managers about the clarity as the return that one has or is expected of the main Stakeholders involved.

Article title	Citations Google scholar	*Web of Science*	Highlights
Performance measurement system design: a literature review and research agenda (Neely et al., 2005Neely, A., Gregory, M., & Platts, K. (2005). Performance measurement system design: a literature review and research agenda. International Journal of Operations & Production Management, 25(12), 1228-1263.)	2.632	109	The article discusses the state of the art of PMS. The concept presented is “performance measurement is the process of quantifying the effectiveness and efficiency of an action” (p. 1229). For authors, performance can be analyzed by quality, time, flexibility and cost. It ends by discussing organizational and environmental performance (internal vs. external).
The performance measurement revolution: why now and what next? (Neely, 1999Neely, A. (1999). The performance measurement revolution: why now and what next? International Journal of Operations & Production Management, 19(2), 205-228. http://dx.doi.org/10.1108/01443579910247437. http://dx.doi.org/10.1108/01443579910247... )	1.061	201	The author discusses 7 reasons to measure performance: 1) change in the nature of work; 2) increased competition; 3) specific initiatives; 4) national and international awards; 5) change in the organization's roles; 6) change in external demands and 7) the power of information technology. The author highlights the determinants, the benchmarking method, the method of adoption and performance management.
State-of-the-art in product-service systems (Baines et al., 2007Baines, T. S., Lightfoot, H. W., Evans, S., Neely, A., Greenough, R., Peppard, J., Roy, R., Shehab, E., Braganza, A., Tiwari, A., Alcock, J. R., Angus, J. P., Bastl, M., Cousens, A., Irving, P., Johnson, M., Kingston, J., Lockett, H., Martinez, V., Michele, P., Tranfield, D., Walton, I. M., & Wilson, H. (2007). State-of-the-art in product-service systems. Proceedings of the Institution of Mechanical Engineers. Part B, Journal of Engineering Manufacture, 221(10), 1543-1552. http://dx.doi.org/10.1243/09544054JEM858. http://dx.doi.org/10.1243/09544054JEM858... )	968	209	The article discusses the state of the art of the product-service system. The authors define the product-service concept, classify the literature and the main findings in the theme.
The performance prism: The scorecard for measuring and managing business success (Neely et al., 2002Neely, A. D., Adams, C., & Kennerley, M. (2002). The Performance Prism: the scorecard for measuring and managing stakeholder relationships. London: Financial Times/Prentice Hall.).	911	NA	The authors propose a model called Performance Prism. The model integrates 5 perspectives: 1) stakeholder satisfaction (e.g. value), 2) stakeholder contribution (e.g. from company to managers and vice versa); 3) strategies (e.g. definitions of strategies to meet the objectives); 4) processes (e.g. aligning processes and functions between departments) and 5) capability (e.g. employee skills, company policies, organizational practices). The authors propose 4 fundamental processes for the development of a PMS: design, planning and construction, implementation and operation and feedback.
Designing, implementing and updating performance measurement systems (Bourne et al., 2000Bourne, M., Mills, J., Wilcox, M., Neely, A., & Platts, K. (2000). Designing, implementing and updating performance measurement systems. International Journal of Operations & Production Management, 20(7), 754-771. http://dx.doi.org/10.1108/01443570010330739. http://dx.doi.org/10.1108/01443570010330... ).	886	187	The authors suggest a conceptual model analyze the implementation of the performance evaluation system, using 3 longitudinal case studies. The model has four phases (system design, implementation of measures, use of measures to implement the strategy and use of measures to change strategy)

Variable	Alpha	Beta	Omega	Sigma	Zeta
Company	Sports	Drugstore	Clothing	Department Store	Apparel Faction
Entrepreneur’s Gender	Male	Female	Female	Male	Male
Firm Size	Micro	Small	Micro	Small	Small
Time of Existence (years)	1	16	1	40	8
Monthly revenue	6 thousand (BRL)	Uninformed	15 thousand (BRL)	100 thousand (BRL)	40 thousand (BRL)

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[1] Source: Adapted from Neely et al. (2002)Neely, A. D., Adams, C., & Kennerley, M. (2002). The Performance Prism: the scorecard for measuring and managing stakeholder relationships. London: Financial Times/Prentice Hall..