Chau, Vinh Sum (2008) The Relationship of Strategic Performance Management to Team Strategy Company Performance and Organizational Effectiveness. Team Performance Management, 14 (3-4). pp. 113-117. ISSN 1352-7592. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
Purpose – The purpose of this editorial is to introduce the special issue on the relationship of strategic performance management to team strategy, company performance and organizational effectiveness. Design/methodology/approach – The paper explains each of the components in this relationship before introducing the problematic issues regarding this relationship and where the gaps are missing in the extant literature; hence the need for the special issue is justified. Findings – The paper finds that the concluding remarks are offered to suggest that strategic performance management can take place at top management, middle management, or strategic operations levels, and the their impact on team strategy, company performance and organizational effectiveness can be regarded as a special phenomenon, termed “strategic team performance management”. Originality/value – This editorial provides an overview of this compilation which comprises five original papers that are examples of latest developments in this research area, and each of these articles contains a brief introduction on how they contribute to filling in gaps in the literature.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > International Business and Strategy|
|Depositing User:||J. Ziya|
|Date Deposited:||23 Sep 2010 15:02|
|Last Modified:||14 May 2014 13:23|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25555 (The current URI for this page, for reference purposes)|