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Abstract Purpose: This study analyzes the influence of diagnostic and interactive use of the performance measurement system (PMS) on job satisfaction and affective organizational commitment. Originality/value: The study provides empirical evidence that contributes to highlighting the contrasting findings in the literature on how the use of PMS influences job satisfaction and the affective organizational commitment of individuals. Design/methodology/approach: A survey was carried out with middlelevel managers of companies featured in the Best Companies to Work For ranking by the Você S/A magazine, where a sample of 167 valid responses was obtained. We applied the structural equation modeling to test the hypotheses. Findings: The results show a direct relationship between the interactive use of PMS and job satisfaction. They also indicate a direct connection between job satisfaction and affective organizational commitment. Furthermore, they show that diagnostic use directly impacts affective organizational commitment, while interactive use indirectly impacts affective organizational commitment by mediating job satisfaction. These results contribute to the literature by revealing that PMS's diagnostic and interactive uses result in different psychological consequences, such as job satisfaction and affective organizational commitment. They also contribute by reinforcing the previous literature regarding the complementarity and interdependence of the dual role of the PMS in the organizational context since the interactive use provides a flexible basis for the performance of activities, and the diagnostic use requires alignment of individual behaviors with organizational standards.

Good performance measurement system is required to assess the success of supply chain. However, choosing the most appropriate indicator is not easy as it depends on the systems characteristics. Sea fishery industry characterized as perishable products, seasonal in production, and highly dependence on nature (uncontrollable). Motivated by the uniqueness of the sea fishery industry, this work proposed a performance measurement system for the sea fishery supply chain. The performance of the proposed model is evaluated using Indonesian sea fishery supply chain case, mostly consists of small and medium enterprises (SME). This instrument has six dimensions; efficiency, flexibility, responsiveness, product quality, process quality, facilities, and government involvement. Beside having specific indicators of sea fishery industry, the proposed instrument also considers the involvement of government. Further, this instrument can be used not only for monitoring but also suggesting directions for improvement.

Good performance measurement system is required to assess the success of supply chain. However, choosing the most appropriate indicator is not easy as it depends on the systems characteristics. Sea fishery industry characterized as perishable products, seasonal in production, and highly dependence on nature (uncontrollable). Motivated by the uniqueness of the sea fishery industry, this work proposed a performance measurement system for the sea fishery supply chain. The performance of the proposed model is evaluated using Indonesian sea fishery supply chain case, mostly consists of small and medium enterprises (SME). This instrument has six dimensions; efficiency, flexibility, responsiveness, product quality, process quality, facilities, and government involvement. Beside having specific indicators of sea fishery industry, the proposed instrument also considers the involvement of government. Further, this instrument can be used not only for monitoring but also suggesting directions for improvement.

Purpose This study investigates the difficulties involved in translating stakeholder expectations into action and maintaining legitimacy through the use of a performance measurement system (PMS) created in a Finnish regional development company (RDC). This longitudinal case study illustrates the fluctuating and socially constructed nature of legitimacy in the public sector. Design/methodology/approach This qualitative case study longitudinally analyzes the various developments occurring during and after the development of a PMS system for the case organization. Empirical data include interviews, workshops, observation and other materials relating to the case organization. Findings The initial interest in operational improvement changed to legitimation-seeking behavior by the case organization when the measures created were modified to accord with the changed preferences of the key stakeholders. However, the pursuit of legitimacy for the RDC was made difficult by the outcome-oriented, changing and contradictory nature of stakeholders' demands. This study's findings reveal a continuous mismatch between organizational activities and the board's expectations, leading to the eventual closure of the organization. Practical implications The findings help to analyze the legitimacy and relevance of PMSs in public-sector projects. The study highlights the practical importance of analyzing the different legitimacy priorities of various stakeholder groups, such as politicians and entrepreneurs. Originality/value The study analyzes the fluctuating nature of legitimacy longitudinally in the public-sector context from the stakeholder perspective. This study analyzes a situation where the stakeholders' evaluations of the legitimacy of the organization, and the PMS developed, change over time, complicating the accounting for stakeholders. ; peerReviewed

PurposeThe purpose of this paper is to determine the key supply chain performance measurement system (SCPMS) implementation variables, on which the top management should focus, so as to improve the effectiveness and efficiency of supply chain (SC).Design/methodology/approachIn this paper, an interpretive structural modeling (ISM)‐based approach has been employed to model the SCPMS implementation variables. These variables have been categorized under "enablers" and "results." The enablers are the variables that help boost the SCPMS implementation variables, while results variables are the outcome of good SCPMS implementation.FindingsThe paper highlights the variables associated with implementation of SCPMS. A key finding of this modeling is that awareness about performance measurement system (PMS) in SC is a very significant enabler. For better results, top management should focus on improving the high‐driving power enablers such as awareness of PMS in SC, commitment by the top management, consistency with strategic goals, funding for PMS implementation, and effective information systems.Originality/valueIn this paper, an interpretation of SCPMS implementation variables in terms of their driving and dependence powers has been carried out. Those variables possessing higher driving power in the ISM need to be taken care of on a priority basis because there are a few other dependent variables being affected by them.

PurposeThe premise on which the stakeholder approach toward employees is based is that stakeholder management actions bring a strengthening of internal legitimacy and therefore the possibility of creating better working conditions that will lead to improved company competitiveness in terms of intangible resources developed by company employees. The aims of the paper are: to determine and to measure the system of resources of value developed by employees of a company that has developed a stakeholder management policy; to create a model that permits the company to evaluate the factors which have a major effect on the development of such a system; and to define the applications of the tool as a company's performance measurement and control system.Design/methodology/approachIn order to pursue these aims two surveys were conducted in 2005 and 2006 on the employees of a leading Italian company in the agricultural food sector. Structural equation model methodology and multivariate analysis were used to define the quantitative measures of the system of resources and to determine the role played by stakeholder management policies in the development of the intangible resources.FindingsThe authors found that the company's social policies have a significant influence, even though its intensity varies, on most of the resources analyzed, and in particular on trust, job satisfaction, networking and communication, ability to work in a group and low turnover propensity. These results confirm the strong link between the resources of value developed by employees and the social strategy of the company.Originality/valueThe measurement system developed in this research can be used in any firm that wants to measure the intangible resources related to employees and represents a control tool that may support managers in planning and control the social investments of the firm.