BUS631: Brand Management

This structured literature review culminated in an extended list of 140 performance indicators: 87 indicators with operationalization, 48 indicators without operationalization and 5 refinements derived from two other BSC variants. The evaluation of our findings against two BSC variants validated our work in the sense that we present a more exhaustive list of performance indicators, with operationalization for most, and that only minor refinements could be added. However, the comprehensiveness of our findings can be claimed only to a certain extent given the limitations of our predefined search strategy and the lack of empirical validation by subject-matter experts or organizations. Notwithstanding these limitations, conclusions can be drawn from the large sample of 76 papers to respond to the research questions (RQs).

Regarding RQ₁ on the state of the research on business process performance measurement, the literature review provided additional evidence for the omnipresence of the BSC. Most of the sampled papers mentioned or used the BSC as a starting point and basis for their research and analysis. The literature study also showed a variety of research topics, ranging from behavioral-science to design-science research and from a focus on performance measurement models to a focus on performance indicators. In addition to inconsistencies in the terminology used to describe performance indicators and targets, the main weakness uncovered in this literature review deals with the concretization of performance indicators supplementing performance measurement systems. The SLR results suggest that none of the reviewed papers offers a comprehensive measurement framework, specifically one that includes and extends the BSC perspectives, is process-driven and encompasses as many concrete performance indicators as possible. Such a comprehensive framework could be used as a checklist or a best practice for reference when defining specific performance indicators. Hence, the current literature review offers a first step towards such a comprehensive framework by means of an extended list of possible performance indicators bundled in 11 performance perspectives (RQ₂).

Regarding RQ₂ on process performance indicators, the literature study revealed that scholars measure performance in many different ways and without sharing much detail regarding the operationalization of the measurement instruments, which makes a comparison of research results more difficult. As such, the extended list of performance indicators is our main contribution and fills a gap in the literature by providing a detailed overview of performance indicators mentioned or used in the literature on business process performance. Another novel aspect is that we responded to the criticism of missing perspectives in the original BSC and identified the narrow view of performance typically taken in the process literature. Figures 1 and 2 are now combined and extended in a more exhaustive way, namely by means of more perspectives than are offered by other attempts (Table 6), by explicitly differentiating between performance drivers (or lead indicators) and performance outcomes (or lag indicators), and by considering concrete performance indicators.

Our work also demonstrated that all perspectives in the BSC relate to business process performance to some degree. In other words, while the BSC is a strategic tool for organizational performance measurement, it is actually based on indicators that originate from business processes. More specifically, in addition to the perspective of internal business processes, the financial performance perspective typically refers to sales or revenues gained while doing business, particularly after executing business processes. The customer perspective relates to the implications of product or service delivery, specifically to the interactions throughout business processes, whereas the "learning and growth" perspective relates to innovations in the way of working (i.e., business processes) and the degree to which employees are prepared to conduct and innovate business processes. The BSC, however, does not present sub-perspectives and thus takes a more high-level view of performance. Hence, the BSC can be extended based on other categorizations made in the reviewed literature; for instance, related to internal/external, strategic/operational, financial/non-financial, or cost/time/quality/flexibility.

Therefore, this study refined the initial BSC perspectives into eleven performance perspectives (Fig. 11) by applying three other performance measurement models and the respected Devil’s quadrangle for process performance. Additionally, a more holistic view of business process performance can be obtained by measuring each performance perspective of Fig. 11 than can be achieved by using the established dimensions of time, cost, quality and flexibility as commonly proposed in the process literature. As such, this study demonstrated a highly relevant synergy between the disciplines of process management, organization management and performance management.

Fig. 11

An overview of the observed performance perspectives in the business process literature

We also found out that not all the performance perspectives in Fig. 11 are equally represented in the studied literature. In particular, the perspectives related to suppliers, society, process costs and process flexibility seem under-researched thus far.

The eleven performance perspectives (Fig. 11) can be used by organizations and scholars to measure the performance of business processes in a more holistic way, considering the implications for different target groups. For each perspective, performance indicators can be selected that fit particular needs. Thus, we do not assert that every indicator in the extended list of 140 performance indicators should always be measured, since "Theoretical background" section emphasized the need for organization-dependent indicators aligned with an organization’s strategy. Instead, our extended list can be a starting point for finding and using appropriate indicators for each performance perspective, without losing much time reflecting on possible indicators or ways to concretize those indicators. Similarly, the list can be used by scholars, since many studies in both the process literature and management literature intend to measure the performance outcomes of theoretical constructs or developed artifacts.

Consistent with the above, we acknowledge that the observed performance indicators originate from different models and paradigms or can be specific to certain processes or sectors. Since our intention is to provide an exhaustive list of indicators that can be applied to measure business process performance, the indicators are not necessarily fully compatible. Instead, our findings allow the recognition of the role of a business context (i.e., the peculiarities of a business activity, an organization or other circumstances). For instance, a manufacturing organization might choose different indicators from our list than a service or non-profit organization (e.g., manufacturing lead time versus friendliness, or carbon dioxide emission versus stakeholder satisfaction).

Another point of discussion is dedicated to the difference between the performance of specific processes (known as "process performance") and the performance of the entire process portfolio (also called "BPM performance"). While some indicators in our extended list clearly go beyond a single process (e.g., competence-related indicators or employee absenteeism), it is our opinion that the actual performance of multiple processes can be aggregated to obtain BPM performance (e.g., the sum of process waiting times). This distinction between (actual) process performance and BPM performance is useful; for instance, for supplementing models that try to predict the (expected) performance based on capability development, such as process maturity models (e.g., CMMI) and BPM maturity models. Nonetheless, since this study has shown a close link between process performance, BPM performance, and organizational performance, it seems better to refer to different performance perspectives than to differentiate between such performance types.

In future research, the comprehensiveness of the extended list of performance indicators can be empirically validated by subject-matter experts. Additionally, case studies can be conducted in which organizations apply the list as a supplement to performance measurement models in order to facilitate the selection of indicators for their specific business context. The least covered perspectives in the academic research also seem to be those that are newly emerging (namely, the perspectives related to close collaboration with suppliers, society/sustainability and process flexibility or agility), and these need more attention in future research. Another research avenue is to elaborate on the notion of a business context; for instance, by investigating what it means to have a strategic fit in terms of performance measurement and which strategies are typically associated with which performance indicators. Additionally, the impact of environmental aspects, such as market velocity, on the choice of performance indicators can be taken into account in future research.