Performance measurement in strategic change

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Abstract
Performance measures form an important feedback‐loop in strategic change which represents a process of constant learning. However, complete learning can only be achieved if a performance measurement system takes into account different value systems that exist within an organization and adapts dynamically to changes in the competitive environment. First establishes the role that performance measures play in the process of strategic change. An approach for the design of performance measurement systems for use in strategy evaluation and implementation is then presented. Finally, demonstrates the ways in which a performance measurement system can be made flexible to account for changing conditions.

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