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Performance measurement research at the University of Strathclyde has directly led to major economic and social improvements in over 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise between 2008 and 2013. These benefits were achieved as a result of novel performance measurement and management practices and supporting ICT systems that integrated shop-floor, operational and strategic performance information in real time. The result was substantial productivity and growth benefits for international and UK companies, for example a 150% increase in turnover and 80% increase in employment at Highland Spring. The European wide FP7 FutureSME project (2009-2013) led by the Strathclyde team developed and delivered a €6M programme to improve the competitive capabilities of European Manufacturing SMEs. In 2012, the associated training programme developed at Strathclyde was awarded the European Training Programme of the Year Medal by the Polish Chamber of Commerce.
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.
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.
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.
Methods have been developed to characterise and evaluate the performance of mass transit systems which have then been applied in 60 of the world's major cities. The financial benefit, as quantified by mass transit operators, is in excess of £0.5 Billion between 2003 and 2013. Examples of impact include cost savings for escalator renewal by London Underground (2009-ongoing), influencing fares policy in Hong Kong (2003, 2012) and the adoption of performance measurement systems, developed by Imperial, by Chinese metros (2010-ongoing). This impact has been enabled by the creation and subsequent facilitation of 5 global consortia comprising over 70 metro, suburban rail and urban bus operators.
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.
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.
Performance Research is an independent journal/book series championing artistic-led research at the interface between the academy and the profession. Published by Routledge for ARC a division of the Centre for Performance Research (CPR)[1]. Founded as a cultural and publishing partnership (1995) with Dartington it has developed an identity and frame of intellectual/artistic reference distinct from CPR, forging many developments with partners outwith the academy. CPR's relocation to Falmouth enables both to extend this relationship. PR provides print and on-line platforms for practitioners, arts organisations and researchers. Interdisciplinary in vision, international in scope; it emphasises contemporary performance arts within changing cultures.
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.
The Promoting Sustainable Performance project engaged with over 300 small to medium sized enterprises in Kent and 12 of the national and local government bodies or industry associations that support them. The research identified a set of ten growth enablers for ambitious SMEs and the findings formed the basis of a pioneering research-led executive education programme for smaller businesses (The BIG Journey). Participating SMEs report quantifiable benefits to sales, turnover and expansion through their engagement with Promoting Sustainable Performance's executive education initiative, whilst policymakers used this research to inform strategy on issues such as inward investment, high growth firms and regional business support.