Performance management process in SMEs: a maturity model based on literature and practice

In the last 30 years, many studies have been carried out on performance management. In particular, Performance Measurement System (PMS) has been investigated in detail as the key system that is able to track the performance of an organization, supporting internal and external communication of results, helping managers with both tactical and strategic decision-making and facilitating organizational learning (Wettstein and Kueng, 2002). Models and methodologies for PMS design and implementation have been proposed (Bititci et al., 1997; Bourne et al., 2000; Flapper et al., 1996; Kaplan and Norton, 1996; Medori and Steeple, 2000; Neely et al., 1996; Thakkar et al., 2007) and empirical investigations have proved the relevance of performance measurement to improve organisations\u2019 results. However, until now, little attention has been paid to the maturity of the performance management process in SMEs, i.e. how measures are used to manage the performance of SMEs. The overall aim of the research presented in this paper was to develop a better understanding of how measures are used to manage the performance of SMEs