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Using frontier analysis to evaluate company performance

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Using frontier analysis to evaluate company performance. / Yip, G; Johnson, G; Devinney, T.
In: British Journal of Management, Vol. 21, No. 4, 2010, p. 921-938.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Yip, G, Johnson, G & Devinney, T 2010, 'Using frontier analysis to evaluate company performance', British Journal of Management, vol. 21, no. 4, pp. 921-938. https://doi.org/10.1111/j.1467-8551.2009.00650.x

APA

Yip, G., Johnson, G., & Devinney, T. (2010). Using frontier analysis to evaluate company performance. British Journal of Management, 21(4), 921-938. https://doi.org/10.1111/j.1467-8551.2009.00650.x

Vancouver

Yip G, Johnson G, Devinney T. Using frontier analysis to evaluate company performance. British Journal of Management. 2010;21(4):921-938. doi: 10.1111/j.1467-8551.2009.00650.x

Author

Yip, G ; Johnson, G ; Devinney, T. / Using frontier analysis to evaluate company performance. In: British Journal of Management. 2010 ; Vol. 21, No. 4. pp. 921-938.

Bibtex

@article{4a2ab6cecf5740dfa818c1f6926e24f7,
title = "Using frontier analysis to evaluate company performance",
abstract = "The measurement of performance is critical to nearly all managerial disciplines. Yet little is known about the aggregation characteristics of the components of performance and how our notion of a {\textquoteleft}good performing firm{\textquoteright} relates to what we use as a dependent variable. In this paper we propose an approach to the measurement of performance that uses the logic of frontier analysis and the technique of data envelopment analysis. The approach is shown to be a reasonable representation of the multidimensional nature of performance and is shown to replicate, effectively, the components that strategic management scholars typically consider when discussing performance. It is also shown to be superior to the simpler alternatives based on traditional approaches to performance measurement.",
author = "G Yip and G Johnson and T Devinney",
year = "2010",
doi = "10.1111/j.1467-8551.2009.00650.x",
language = "English",
volume = "21",
pages = "921--938",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Blackwell Publishing Ltd",
number = "4",

}

RIS

TY - JOUR

T1 - Using frontier analysis to evaluate company performance

AU - Yip, G

AU - Johnson, G

AU - Devinney, T

PY - 2010

Y1 - 2010

N2 - The measurement of performance is critical to nearly all managerial disciplines. Yet little is known about the aggregation characteristics of the components of performance and how our notion of a ‘good performing firm’ relates to what we use as a dependent variable. In this paper we propose an approach to the measurement of performance that uses the logic of frontier analysis and the technique of data envelopment analysis. The approach is shown to be a reasonable representation of the multidimensional nature of performance and is shown to replicate, effectively, the components that strategic management scholars typically consider when discussing performance. It is also shown to be superior to the simpler alternatives based on traditional approaches to performance measurement.

AB - The measurement of performance is critical to nearly all managerial disciplines. Yet little is known about the aggregation characteristics of the components of performance and how our notion of a ‘good performing firm’ relates to what we use as a dependent variable. In this paper we propose an approach to the measurement of performance that uses the logic of frontier analysis and the technique of data envelopment analysis. The approach is shown to be a reasonable representation of the multidimensional nature of performance and is shown to replicate, effectively, the components that strategic management scholars typically consider when discussing performance. It is also shown to be superior to the simpler alternatives based on traditional approaches to performance measurement.

U2 - 10.1111/j.1467-8551.2009.00650.x

DO - 10.1111/j.1467-8551.2009.00650.x

M3 - Journal article

VL - 21

SP - 921

EP - 938

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 4

ER -