FEATURES OF PERFORMANCE MEASUREMENT SYSTEMS IN TUNISIAN SMES: RESULTS OF AN EMPIRICAL STUDY

Authors

  • Dr. Abdelmonem Ghrairi

Keywords:

Performance, financial and non-financial indicators, management control, SMEs.

Abstract

Evolving in a globalized economy and facing increasing pressure from their business partners, Tunisian SMEs are facing new challenges in managing their performance. To meet these challenges, Tunisian SMEs must adopt management tools that allow them to maintain the excellence they need, i.e., tools that measure their performance in a multidimensional, efficient and effective manner.

However, this need to measure and manage performance facesan absence of tools adapted to this type of companies that take into account both their limited resources and their expertise to be able to use them effectively.

Furthermore, in recent years the evolution of management control systems has resulted in the questioning of the relevance of financial measures as representative of business success and the diffusion of performance measurement systems designed to take into account different complementary strategic perspectives.

Developed for large firms, the approaches advocated would be incompatible with the practice of performance measurement in small firms (Hudson, Smart and Bourne, 2001). The paucity of empirical research on performance measurement systems in SMEs has been highlighted by many studies.

Lack of knowledge about performance measurement systems developed in SMEs invites the study of the features of these systems in this type of businesses. This study also contributes to documenting the specific problem of performance measurement systems in SMEs.

Using the results of an empirical study based on a quantitative survey of 57 Tunisian companies, this paper analyzes the features of performance measurement systems implemented in small and medium-sized enterprises and shows the diversity of practices of SMEs. This study provides Tunisian SMEs managers and advisors with an empirical framework for the design, improvement and evaluation of performance measurement systems.

Downloads

Download data is not yet available.

References

- de performance. Exemple d’une entreprise énergétique », Proceedingsof the Congrès de l’Association Francophone de Comptabilité, Metz. -80–116.

- Atkinson, A.A., Waterhouse, J.H. and Wells, R.B. (1997) ‘A stakeholder approach to trategic performance measurement’, Sloan Management Review, Spring, pp.25–37.

- Bergeron H. (2000), "Les indicateurs de performance en contexte PME, quel modèle appliquer ?", 21st Congrès de l’Association Française de Comptabilité, Angers.

- Bergeron H. (2002), « La gestion stratégique et les mesures de la performance non financière des PME », 6th Congrès international francophone sur la PME – Octobre - HEC – Montréal

- Bergeron, H., (1998), "Les tableaux de bord pour rendre compte de la performance : typologie et déterminants", Proceedings of XIX Congrès de l’AFC, Nantes.

- BESCOS P.L., CAUVIN E., LANGEVIN P., MENDOZA C. (2003), « Critiques du budget : une approche contingente », Proceedings ofthe Congrès de l’Association Francophone de Comptabilité, Louvain.

- Bititci, U.S. (1997). Integrated performance measurement systems: a reference model. In Proceeding of the IFIPWG 5.7 Conference on Organising The Extended Enterprise, Ascona, Switzerland, 15–16

- Bourguignon. A, (1995), « Peut-on définir la performance? », Revue Française de Comptabilité, issue 269, juillet-août 1995.

- Bourne, M.C.S., Mills, J.F., Bicheno, J., Hamblin, D.J., Wilcox, M., Neely, A.D. and Platts, K.W. (1999) ‘Performance measurement system design: testing a process approach in manufacturing companies’, International Journal of Business Performance Measurement, Vol. 1, No. 2, pp.154–170

- criteria in the measurement of performance in small firms. Journal of Small Business and Enterprise Development, 7, 123–133.

- EPSTEIN, M. J. et J. F. Manzoni (1997), "The Balanced Scorecard and Tableau de Bord: Translating Strategy into Action", Management accounting, august.

- Germain C. (2004) " Le « UNBALANCED SCORECARD » ou l’analyse de la différenciation des systèmes de mesure de la performance" Université de Bordeaux IV.

- GERMAIN C. (2004) " le pilotage de la performance dans les PME en France: une comparaison des pratiques de tableaux de bord des organisations familiales et des filiales ", Revue internationale P.M.E., vol. 19, n°1, 2006.

- Hudson, M., Smart, P.A. and Bourne, M.C.S. (2001) ‘Theory and practice in SME performance measurement systems’, International Journal of Operations and Production Management, Vol. 21, No. 8, pp.1096–1115.

- Ittner C.D., Larcker D.F. (1998a), « Are Non-financial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction », Journal of Accounting Research, vol. 36, p. 1-35.

- Ittner C.D., Larcker D.F. (1998b), « Innovations in Performance Measurement : Trends and Research Implications », Journal of Management Accounting Research, vol. 10, p. 205-238.

- Ittner, C.D. and Larcker, D.F. (1998). Innovations in performance measurement: trends and research implications. Journal of Management Accounting Research, 10, 205–238.

- Jarvis, R., Curran, J., Kitching, J. and Lightfoot, G. (2000). The use of quantitative and qualitative

- Kaplan R., Norton D. (2001), Comment utiliser le tableau de bord prospectif, Edition d’Organisation, Paris.

- Kaplan, R.S. and D.P. Norton (1996), « The balanced Scorecard », Harvard Business School Press.

- Kaplan, Robert S. and David P. Norton (1992), "The balanced scorecard: measures that drive performance", Harvard Business Review

- Laitinen, E. (1996). Framework for small business performance measurement: towards integrated PM system. Research Papers of the University of Vaasa, Finland.

- Langfield-Smith K. (1997), « Management Control Systems and Strategy: a Critical Review », Accounting, Organizations and Society, 22, p. 207-232.

- LORINO P. (2003), Méthodes et pratiques de la performance, 3rdédition, Editions d’Organisation, Paris.

- LORINO P. (2001), « Le Balanced Scorecard revisité : dynamique stratégique et pilotage

- Mel Hudson Smith, Dave Smith (2006), « Implementing strategically aligned performance measurement in small firms » Plymouth Business School, University of Plymouth, Drake Circus, Plymouth PL4 8AA, UK

- Nanni, A. J. jr., J. R. Dixon and T. E. Vollmann (1992), «Integrated Performance Measurement: Management Accounting to Support the New Manufacturing Realities», Journal of management accounting research, Vol. 4, Fall, pp.1 à 19.

- Neely, A., Gregory, M. and Platts, K. (1995). Performance measurement system design: a literature

- Neely, A., Mills, J., Richards, H., Gregory, M., Bourne, J. and Kennerley, M. (2000). Performance

- Neely, A.D. (1999) ‘The performance measurement revolution: why now and where next?’, International Journal of Operations and Production Management, Vol. 19, No. 2, pp.205–228.

- Neely, A.D., Adams, C. and Kennerley, M. (2002). The Performance Prism: The Scorecard for Measuring and Managing Business Success, FT Prentice Hall, London.

- Nobre T. (2001), « Méthodes et outils du contrôle de gestion dans les PME », Finance Contrôle Stratégie, issue. 4, n° 2, june, p. 119-148.

- Paolo Taticchi, Kashi R. Balachandran, Marco Botarelli, Luca Cagnazzo (2008), « Performancereview and research agenda. International Journal of Operations and Production Management, 15, September.

- Tonchia, S. (2001). Linking performance measurement systems to strategic and organizational choices. International Journal of Business Performance Management, 2, 15–29.

- TORRES O. (1998), "PME : de nouvelles approches", (Sous la coordination de), Editions Economica.

- TORRES O. (1999), Les PME, éditions Fammarion. Waterhouse, J. and A. Svendsen (1998), Le suivi et la gestion stratégique de la performance: des mesures de performance non financière pour améliorer le gouvernement d’entreprise, Institut Canadien des Comptables Agréés, Toronto.

- WEGMANN G. (2000). « Les Tableaux de Bord Stratégiques: analyse comparative d'un modèle nord- américain et d'un modèle suédois », Gestion 2000, issue n° 1, January-February.

- API Report (2020).

Downloads

Published

2021-10-30

How to Cite

Ghrairi, D. A. . . (2021). FEATURES OF PERFORMANCE MEASUREMENT SYSTEMS IN TUNISIAN SMES: RESULTS OF AN EMPIRICAL STUDY. The Journal of Contemporary Issues in Business and Government, 27(5), 2586–2595. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/2127