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Research into Performance Measurement Systems conducted by the Strathclyde Institute for Operations Management (SIOM) between 1997 and 2013 has led to new knowledge which in turn has been applied in companies. These new insights have resulted in significant economic impacts for companies both large and small. The reach has been significant, with economic and social improvements in approximately 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise and the Manufacturing Advisory Service. This case study focuses on impact generated since 2008 using companies of different sizes and from different sectors to illustrate the financial and other benefits realised from improved performance measurement and management systems. Some companies have achieved benefits through KTP projects, while other organisations focused on consultancy engagements. In addition, a large scale executive education programme developed around operations and performance improvement has allowed companies such as Babcock International Group to deploy the new knowledge about performance measurement systems throughout its international organisation, reaping financial and organisational benefits.
This case study describes the effects of a new performance management system, developed in China and adopted by organisations facing complex management challenges. To date, seven public and private sector organisations have successfully used the `3E' (Effectiveness, Efficacy, and Efficiency) system for tasks as varied as developing performance indicators, improving management communication and designing appraisal systems that work under conditions of rapid growth and change.
The participating organisations include the Chinese Academy of Sciences (CAS), Hunan University, Tonsan Adhesives Inc, Xingxiang Insurance, Sun-rivier local government, Liao-ling Plaze hotel and Hua-bao International Holdings. Their adoption of the 3E system has resulted in improved performance management within these organisations.
Research from the University Nottingham (UoN) has identified the importance of agricultural business management in improving business performance. UoN-led work enhanced the on-line Farm Business Survey (SBS) Business Benchmarking service, supported by bespoke knowledge transfer and exchange activities. Analysis from the 2011/12 FBS shows that 15% of farmers "frequently benchmark at whole farm level" achieving an average Farm Business Income (FBI) of £128,900 in contrast to £63,000 for the 85% of farmers that do not benchmark. FBS Farm Business Benchmarking is the only free-to-use, non-data commitment, service that offers both national and international benchmarking options to the agricultural industry.
Impact for the CPHR is derived from its collaborative partnership between their world-leading HR researchers and 20 primary sponsor organisations. Through this network the Centre stays abreast of the current issues facing HR directors. This co-production of knowledge generates performance-driven solutions that have benefit to the wider business community. These are distributed through high-impact white papers, journal articles and initiatives with the CIPD (the professional HR institution). Examples of organisational impact include a new strategy at McDonald's `Trust Based HR' and a 20% increase in job satisfaction of employees aged 60+ and the creation of an Executive Vice-President position at Shell.
Research by the Oxford Public Policy Group addresses a widespread concern among governments, international organisations, and NGOs that the pervasive use of targets and performance indicators in public service management can have important distortive effects. The group's work clarifies the different effects and shortcomings of performance indicators and develops a pioneering approach to assess their reliability. The research has been influential in generating better informed approaches to the use of indicators and targets in public service management — in the UK and by international institutions — and has shaped the wider policy and public debate.
The Operator Functional State (OFS) describes the psychological capacity of an operator to deliver safe and effective performance. Expertise in OFS theory and methodology was developed at LJMU via studies of driving behaviour and aviation control. When the European Space Agency wished to prioritise issues surrounding OFS in the context of space exploration, they recruited an expert from LJMU. The resulting discussion led to the identification of key issues to maintain operational skill and reduce accident likelihood during long duration space missions. The expertise developed at LJMU has influenced the European programme for space exploration over the coming decade.
Lynda Gratton has examined how the transformational forces of globalization and technology are changing the nature of work and how organizations can prepare for this transformation. This has been particularly infb02uential for multinational corporations that are seeking to become more innovative and productive in the face of the extraordinary transformation of their external context. Gratton's research has achieved substantial and far-reaching impact via her highly infb02uential books and practitioner-orientated articles; its signifb01cance is recognized by major prizes and awards from the business community; and it illustrates the use of specifb01c channels (Gratton's Hot Spots Movement; and The Future of Work Consortium) to convert academic research into real-world impact.
Sustained research on managerial labour markets and pay determination has informed and influenced key policy-makers in determining rewards and remuneration for senior medical professionals. As an expert `economist' member of the Doctors' and Dentists' Review Body (DDRB), Professor Steve Thompson has contributed to recommendations that have been endorsed by the UK Government and are used as an evidence base for negotiations between the British Medical Association, the Department of Health and devolved administrations within the UK.
This case study focuses on the impact of Professor Adrian Heathfield's research. Heathfield curated numerous multi-form research exchanges with his Performance Matters Co-Directors over a four-year period, expanding non-academic beneficiaries of performance research, influencing prevailing professional discourses as well as creative and curatorial practices across the arts sector. Workshops, collaborative dialogues, symposia, talks, films, screenings and performances were conceived, realised and hosted by major cultural sector partners, involving an international array of leading academics, artists, activists and curators. Direct impacts for the non-academic partner-organisation — Live Art Development Agency (LADA) — were the expansion of its educational, archival and media activities, and user community. Specific professional development effects were delivered for a culturally diverse group of participating established and early-career artists.
This interdisciplinary research work in the areas of Knowledge Management (KM), e-Business, enterprise systems, Customer Relationship Management (CRM), and Supply Chain Management resulted in socio economic impact through improved organisational performance in 90 companies in the North West, resulting in process improvements, enhanced productivity, marketability, increased revenues, employment, reduced costs, enhanced knowledge capital, profitability, and sustainability. This positive regional impact included an ERDF funded project (£1.4m), 5 KTPs (£500,000), an ESRC project, and other bespoke collaborative company projects. This research work in collaboration with industry encompassed a knowledge sharing regional network that included BAE Systems, Daimler, Northwest Aerospace Alliance, APPH Group — BBA Aviation, Hyquip Limited, Alliance Learning Limited, Darts Corner Limited etc.