Collaborative performance management: present gaps and future research

M. Busi, U. Bititci

Research output: Contribution to journalArticlepeer-review

165 Citations (Scopus)


Business models such as supply chain, extended enterprise and virtual enterprise are merely the tip of an emerging trend in new organization alliances, boundary redefinition, and market structures. Today's manufacturing systems should be measured and managed in the context of the total business they are part of: back through the supplier chain and forward into the distribution and customer chain (Browne and Sackett, 1995). Despite the increasing focus on collaboration between enterprises from one side, existing studies in the area of performance management still narrowly look at the single enterprise and its "within-enterprise" processes and people (e.g. Beamon, 1999; Neely et al., 1995;). The main objective of the research behind this paper was hence to go beyond existing work and thoroughly analyse existing knowledge in different disciplines in order to develop a better understanding of the issue of performance management in collaborative enterprises. We aimed at identifying gaps in current knowledge concerning the critical issues, threats and opportunities that must be considered and the challenges that must be faced when designing a system for managing performance in collaborative enterprises and to define a research agenda for future performance management studies.
Original languageEnglish
Pages (from-to)7-25
Number of pages18
JournalInternational Journal of Productivity and Performance Management
Issue number1
Publication statusPublished - 2006


  • performance management
  • quality management
  • performance measurement
  • design engineering


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