Strategic Performance Management: New Concepts and Contemporary Trends


Marek Jabłoński (Editor)
WSB University Poznań, Faculty Chorzów, Poland

Series: Management Science – Theory and Applications
BISAC: BUS042000

The management of modern companies requires full focus on planning activities and reaching expected goals, and in particular on monitoring achievements at the levels of strategy, the business model and management style. Company efficiency and effectiveness, as the key determinants of success, need systemic solutions that will help the company succeed and survive in a specific timeframe. Strategic Performance Management is becoming increasingly popular as a result. It not only monitors specific groups of indicators which is important, but also details a strategic approach to performance evaluation, which forces managers to consider all actions from the point of view of strategy implementation.

Company strategy supported by business model attributes should be conducive to the growth of company value, not only in the context of the expectations of shareholders, but also other stakeholder groups. A strategic approach to the management of company high performance integrates company strategy, the business model and management style into a coherent system that is monitored in the context of the impact of this approach on the success of companies in challenging and uncertain business conditions. Taking the above conditions into account, a scientific monograph has been prepared, combining the experience of many scientific centers from many countries in the world, dealing with the subject of Strategic Performance Management: New Concepts and Contemporary Trends. The selection of this subject is no coincidence, as nowadays both management theoreticians and practitioners are looking for such systemic solutions in the area of company performance which ensure its survival and expected growth and development in particular.

The monograph contains the following chapters, which aim to show the interdisciplinary character and importance of the issue of strategic performance management, compared to new management concepts and many individual approaches to this management problem. The monograph contains 28 chapters which deal with the issue of strategic performance management in various aspects, which proves the interdisciplinary nature of this management concept.

The achievement of this monograph is that it shows how widely the issue of strategic performance management can be examined and in what areas it may be relevant. The editor and authors hope that the theoretical and practical aspects presented will be of interest to the readers and will be an inspiration for the development of this subject not only at the scientific level, but also for practical implementation at the company level. The book should help academics develop the issue of strategic performance management; in regards to business consultants, it can be used as a source of inspiration for practical implementations and it shows managers good practices in this area.

Table of Contents

Table of Contents



Chapter 1. Methods of Evaluating the Investment Attractiveness of Business Models in the Context of the Performance Management Concept
Marek Jabłoński

Chapter 2. Business Models Based on Social Media: A Multidimensional Approach
Adam Jabłoński

Chapter 3. Sustainable Supply Chain Performance Measurement: Concerns and Directions
Joseph Sarkis and Aref Aghaei Hervani

Chapter 4. Cognitive Analytics in Performance Management
Janusz Nesterak and Przemysław Radziszewski

Chapter 5. The Measurement and Evaluation of Effectiveness of an Enterprise’s Value Chain as an Essential Component of a Business Model
Jolanta Walas-Trębacz

Chapter 6. Behavioural Factors in Strategic Performance Management
Jan Polowczyk

Chapter 7. Performance Marketing as a Factor in the Range of Designing Modern Business Models (pp. 95-102)
Katarzyna Hys

Chapter 8. Crossing the Chasm between the Strategic and Operational Business Performance (pp. 103-130)
Marcela Kovaľová

Chapter 9. Strategic Performance Management versus Key Performance Indicators for Business Enterprises (pp. 131-146)
Agnieszka Bitkowska

Chapter 10. Performance Measurement Methods of Companies Quoted on the Warsaw Stock Exchange (pp. 147-160)
Zbigniew Kuryłek

Chapter 11. Consumer Social Responsibility: A Myth or a New Challenge for Strategic Performance Management? (pp. 161-176)
Lukasz Fojutowski and Marcin Piechocki

Chapter 12. Macroeconomic Business Environment and Economic-Mathematical Models to Measure the Productivity (pp. 177-196)
Nino Mikiashvli

Chapter 13. Using Contemporary Methods of Strategic Management for Streamlining the Performance of Public Administration in the Czech Republic
Hana Stojanova and Roman Lhotský

Chapter 14. The Restructuring Program in Automotive Corporations as a Factor to Improve Production Efficiency: A Case Study (pp. 213-234)
Tadeusz Waściński, Katarzyna Anna Wójcik and Norbert Brink

Chapter 15. The Predictive Scenario Analysis in a Business Model: Variants of Possible Steel Production Trajectories and Efficiency in Poland
Bożena Gajdzik

Chapter 16. Human Resources Risk Assessment as an Element of Strategic Human Resources Management
Edyta Bombiak

Chapter 17. Corporate Sustainability and Lean Wastes: An Interpretive Structural Modeling Approach
Susana Garrido Azevedo and Leonel Jorge Ribeiro Nunes

Chapter 18. Business Intelligence Systems: Barriers during Implementation
Kamila Bartuś, Kornelia Batko and Paweł Lorek

Chapter 19. Time Efficiency in Lean Manufacturing on Long Weld Steel Structures after Micro-Jet Cooling
Bożena Szczucka-Lasota, Bożena Gajdzik and Tomasz Węgrzyn

Chapter 20. Micro-Jet Cooling as a Way to Improve the Efficiency of the Welding Process
Damian Hadryś

Chapter 21. Interorganizational Relationships between Micro Enterprises: The Element of Human Action
Piotr Barczak

Chapter 22. Performance Indicators in the Education Quality Assurance System
Magdalena Barbara Jabłońska, Lesław Gajda and Robert Wieszała

Chapter 23. A Code of Ethics as Part of the Ethical Management in Czech Republic Companies
Zdeněk Cah and Jan Urban

Chapter 24. The Analysis of Key Elements for Incentive Systems to Determine Firm Success
Grażyna Paulina Wójcik

Chapter 25. The Implementation of Cooperation and Commitment in Line with the TQM Philosophy: The Concept of Streamlining an Organizational Operation
Grażyna Paulina Wójcik

Chapter 26. The Marketing Implications and Prospects of the Consolidation Processes of Higher Education Institutions in Light of Research
Angelika Pabian

Chapter 27. Strategic Business Performance Metrics in a Postindustrial Economy
Olena Hrebeshkov, Olena Kyzenko and Oleksii Grebeshkov

Chapter 28. A Manager’s Emotional Intelligence as an Indicator of Effectiveness of Coaching Leadership Style in an Organization
Magdalena Kraczla

About the Editor

List of Contributors



“Strategic Performance Management should be a central theme for CEOs, strategic planners, business analysts, and business strategy academics. This books offers both practice-based analysis of current developments as well as challenging and interesting reflections on the theme of SPM.” – Paul Timmers, Former Director European Commission

The book was written for:
· Managers
· Scientists
· Entrepreneurs
· Enthusiasts of management sciences

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