AN INTEGRATED MODEL FOR IMPLEMENTING A BUSINESS PERFORMANCE MANAGEMENT SYSTEM IN SMES IN AUSTRIA AND SLOVAKIA
AN INTEGRATED MODEL FOR IMPLEMENTING A BUSINESS PERFORMANCE MANAGEMENT SYSTEM IN SMES IN AUSTRIA AND SLOVAKIA

Author(s): Rudolf Grünbichler, Jozef Klučka
Subject(s): Economy, Business Economy / Management
Published by: Udruženje ekonomista i menadžera Balkana
Keywords: Business Performance Management;Implementation of a Management System in SME;Phase Model;Empirical survey;Austria;Slovakia;
Summary/Abstract: Purpose – The purpose of this paper is to propose an integrated model to implement a business performance management system in small and medium sized enterprises (SMEs) in Styria (Austria) and the region of Zilina (Slovakia) taking into account the implementation hurdles encountered in these regions. Design/Methodology/approach – To answer the research question, a multi-stage research design was chosen: After a literature research on implementation hurdles, a qualitative survey among small enterprises in Styria was carried out to get the current status. On the basis of a literature review and the results of the qualitative survey a standardized questionnaire was developed and sent to randomly selected SMEs in Styria (Austria) and Žilina (Slovakia). The results serve to develop an implementation and ongoing improvement model that takes into account the characteristic implementation hurdles. Findings – The empirical results from the qualitative and quantitative surveys show that many hurdles arise in the implementation process of a BPM system in Styria and Zilina. It turns out that especially companies without a BPM-system, which want to introduce one, underestimate certain problem areas. Research limitations – The survey on the collection of implementation hurdles was limited to the regions of Styria in Austria and Zilina in Slovakia. Referring to the sample size required for the descriptive research design, the number of responses could have been higher (probability of error). The implementation model has to be tested in practice. Practical implications – Almost half of the Austrian companies surveyed do not have a PM-system. That means that they will sooner or later have to reckon with the implementation. It turns out that some problem with the implementation is underestimated by these companies. The model takes these problems into account and can sensitize managers for them. A practical problem will be that the implementation requires a lot of knowhow in different management systems and resources.

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