Year
1999
Abstract
The concept of indicator (measurement) plays an important role in performance management theory and practices. Due to insufficient clarification of the notion, there are many irrelevant debates about it. Actually an indicator is a sign built by the organization actors to help managing organizational action. It must be coherent with managed action (operational relevance), with objectives (strategic relevance) and it must support the learning processes of concerned actors (cognitive effectiveness). It is based upon two types of interpretations: causal (selection of action to reach an objective) and metrologic (choice of a measurement technique). Under those points of view, what is at issue is not the indicator by itself, but the system of indicators (with internal complementarities and ergonomy) and social practices which make use of the indicators. The system of indicators is contingent to objectives and action ways selected. It is only a small part of the management information. It is based upon collective risky and temporary judgments.
LORINO, P. (1999). Les indicateurs de performance dans le pilotage organisationnel. ESSEC Business School.