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Dominant operational performance measures for SME owner managers

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dc.contributor.advisor Sheahan, Con
dc.contributor.advisor Ledwith, Ann
dc.contributor.author Wilson, Cáthál
dc.date.accessioned 2016-09-26T16:04:56Z
dc.date.available 2016-09-26T16:04:56Z
dc.date.issued 2013
dc.identifier.uri http://hdl.handle.net/10344/5257
dc.description peer-reviewed en_US
dc.description.abstract The focus of this thesis is to determine if there exists a set of dynamically available dominant, operational, ex-post performance measures for owner managed SMEs (small and medium enterprises). There is a predominance of performance measurement literature that focuses solely on corporate strategy with little or no literature speaking to advance operational performance. This thesis focuses on SMEs and the identification and application of performance measures for the daily operational decision making of an SME owner manager. The majority of the research developments in relation to manufacturing have examined idealised corporate strategy models that bear little relation to the resource constraints and constrained problems that are experienced in SMEs. Few of these developments are inter-changeable among large enterprises and fewer still are suitable for SMEs. The concepts contained in this document were developed through a review of literature and a methodology that involves significant practitioner input through case studies, a survey, a workshop and direct action research within 2 SMEs. SMEs spend the majority of their time dealing with operational concerns revolving around availability of time, money and people. SME owner managers require a method to adequately monitor and control operational concerns before they focus time and money on dealing with strategy. This research focuses on 3 objectives that will contribute to SME management capability; the identification of a set of dominant performance measures, the application of dominant performance measures and the validation of those measures in a more global context. These objectives must be fulfilled in order for the owner manager of an SME to introduce performance measurement in a manner that will promote the opportunity for better management and decisions without the introduction of additional time constraints. The research outlined in this thesis facilitates the identification, application and validation of 6 top-level ex-post dominant performance measures of common concern for SME owner managers. The approach that this thesis takes is to engage with owner managers directly to make the research as relevant as possible to real world environments. These owner managers were engaged using various methods including workshops, case study interviews, surveys and action research. This research was then validated with statistical significance using a combination of action research and a simulation model. This overall approach created a closed loop around experienced SME owner managers, whose primary concern is ‘Fire fighting’ with limited resources and multiple time conflicts. These dominant operational performance measures are designed to help reduce ‘Fire fighting’ through immediate information availability enhancing the opportunity for improved decision making. It will provide an opportunity for owner managers to spend less time on operational issues and to focus more on the strategic direction of the SME. en_US
dc.language.iso eng en_US
dc.publisher University of Limerick en_US
dc.subject SMEs en_US
dc.subject performance measurement en_US
dc.subject owner manager en_US
dc.title Dominant operational performance measures for SME owner managers en_US
dc.type info:eu-repo/semantics/doctoralThesis en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.type.supercollection ul_theses_dissertations en_US
dc.contributor.sponsor IRC en_US
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US


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