The Journal of Performance Management aims to be a premier outlet for research that advances theory, practice, and policy in performance management and allied disciplines. It seeks to publish original research that rigorously explores conceptual, methodological, and practical dimensions of performance across diverse contexts.
The scope of the journal includes, but is not limited to:
Research on frameworks, metrics, balanced scorecards, KPIs, and performance dashboards for financial services and broader organizational contexts.
Studies investigating continuous improvement, operational excellence, process re-engineering, lean and Six Sigma approaches, and performance interventions.
Research linking strategy formulation with performance outcomes, including alignment of strategic goals, performance planning, and strategic execution.
Work exploring the role of leadership, culture, motivation, knowledge management, and employee engagement in driving performance.
Studies focused on how information systems, analytics, big data, AI, and digital technologies support performance measurement, forecasting, and decision support.
Research examining risk management, compliance, governance, and their impact on performance sustainability and resilience.
International, cross-industry, and cross-cultural studies that offer new insights into performance management practices across settings.
Rigorous case research and practitioner insights that demonstrate real-world application of performance management theories and models.
Audience: The journal serves academics, researchers, industry practitioners, and policymakers interested in performance management, financial services, organizational strategy, and information systems.
Article Types: Original empirical research, systematic reviews, theoretical articles, methodological advances, case studies, and book reviews.