TY - JOUR
T1 - Key Performance Indicators for Measuring Sustainable Performance
T2 - A Case Study of Implementing Saudi Arabia's Vision 2030 Strategy
AU - Alghamdi, Bader
AU - Khadawardi, Hesham
AU - Alghamdi, Bandar
AU - Almathami, Khedher
AU - Alshimai, Abdurahman
AU - Alqahtani, Mohammad
AU - Alanazi, Hamdan
AU - Alfawaz, Faisal
AU - Alodhaibi, Sultan
AU - Talukder, Majharul
N1 - Funding Information:
We acknowledge the logistical and technical support offered by the Saudi Arabian Cultural Mission (SACM) in Canberra, Australia. The authors wish to thank all of our colleagues and the staff at SACM who provided us with their feedback.
Publisher Copyright:
© 2021 International Society for Performance Improvement.
PY - 2022/1
Y1 - 2022/1
N2 - The research aims to develop a framework that generates sustainable performance systems and determines appropriate key performance indicators for the Saudi Arabian Cultural Mission (SACM) in Australia. The study adopts the Parmenter (2015) framework to guide the study through combining the vision, goals, and strategies of SACM as well as its critical success factors. Appropriate KPIs are then developed using five procedural steps proposed by Keeble et al. (2003). The study employs semi-structured interviews with senior managers and staff in the academic department at SACM and a focus group with external experts. The results depict four perspectives on the balanced scorecard for SACM. In total, 12 CSFs closely connected to actual work activities and 30 indicators of the most important daily activities are identified. This paper provides crucial information for academic researchers, managers, and human resources practitioners seeking more insight into KPI development in public sector organizations.
AB - The research aims to develop a framework that generates sustainable performance systems and determines appropriate key performance indicators for the Saudi Arabian Cultural Mission (SACM) in Australia. The study adopts the Parmenter (2015) framework to guide the study through combining the vision, goals, and strategies of SACM as well as its critical success factors. Appropriate KPIs are then developed using five procedural steps proposed by Keeble et al. (2003). The study employs semi-structured interviews with senior managers and staff in the academic department at SACM and a focus group with external experts. The results depict four perspectives on the balanced scorecard for SACM. In total, 12 CSFs closely connected to actual work activities and 30 indicators of the most important daily activities are identified. This paper provides crucial information for academic researchers, managers, and human resources practitioners seeking more insight into KPI development in public sector organizations.
UR - http://www.scopus.com/inward/record.url?scp=85106253038&partnerID=8YFLogxK
U2 - 10.1002/piq.21359
DO - 10.1002/piq.21359
M3 - Review article
AN - SCOPUS:85106253038
SN - 0898-5952
VL - 34
SP - 491
EP - 519
JO - Performance Improvement Quarterly
JF - Performance Improvement Quarterly
IS - 4
ER -