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Business Performance Analytics (BPA) entails the systematic use of data and analytical methods (mathematical, econometric and statistical) for performance measurement and management. Although potentially overcoming some traditional diagnostic issues related to Performance Management Systems (PMS), such as information overload, absence of cause-effect relationships, lack of a holistic view of the organisation, research in the field is still in its infancy. A comprehensive model for operationalising analytics for diagnostic and interactive PMS is still lacking. Adopting an action research approach, this paper addresses this gap and develops a five-step framework applied to a company operating in the construction industry. The results show that in addition to encouraging dialogue, BPA can contribute to identifying critical performance variables, potential sources of risk and related interdependencies. A number of critical issues in implementing data-based approaches are also highlighted, including data quality, organisational competences and cultural shifts.

PurposeIncreased business competition requires even more rapid and sophisticated information and data analysis. These requirements challenge performance management to effectively support the decision making process. Business analytics is an emerging field that can potentially extend the domain of performance management to provide an improved understanding of business dynamics and lead to a better decision making. The purpose of this positional paper is to introduce performance management analytics as a potential extension of performance management research and practice. The paper clarifies the possible application areas of business analytics and their advantages within the context of performance management.Design/methodology/approachThe paper employs a literature based analysis and from this a conceptual argument is established. Finally, a business analytical model is presented to be used to undertake future research.FindingsThe paper clarifies the possible application areas of business analytics and their advantages within the context of organizational performance management.Originality/valueThe main implication is that the paper provides evidence of the use of business analytics for understanding organizational performance. Several insights are provided for management accounting research and education.

Despite several studies on the importance of Performance Measurement Systems (PMS), often their implementation is considered insufficient or unsatisfactory. This situation is motivating research on several issues: PMS design and focus, cultural and technological aspects, and the specific contexts of implementation. This paper introduces Business Performance Analytics (BPA) as an important framework for successful PMS design and adoption. Specifically, it defines BPA as the use of data and analytical methods to understand and control business dynamics and performance. Based on an exploratory survey on a group of global companies, the paper highlights the importance of measurement not fully delivered by current PMS, together with a first examination of the implementation of BPA in practice. The analysis shows a low level of adoption of BPA both for strategic and operational decisions. At the same time, companies adopting BPA have a higher perception of relevance of statistical and mathematical tools for supporting the decision-making process. The results also show the presence of the two clusters with very different approaches to performance measurement. The "advanced" one is characterized by the implementation of Business Intelligence tools, together with advanced management accounting and PMS approaches. Compared with the "basic" one, the "advanced" cluster shows a higher perception of BPA effectiveness in supporting the decision-making process and also a higher satisfaction for the contribution provided by the information system to the management action.

Hypercompetitive businesses are increasingly requiring the need for more rapid and sophisticated information and data analysis. This challenges management accounting's role in effectively supporting the management decision making process. The emerging area of business analytics can potentially extend the domain of management accounting to the comprehension of business dynamics and provide more solid inputs for managing its performance. This paper introduces performance management analytics (PMA) as the next extension in management accounting research and practice. Specifically, it defines PMA as the understanding of relevant business dynamics through the use of data and analytical methods. In addition, it suggests PMA as a relevant part of performance management systems and moreover as the missing link between the existence of highly sophisticated performance management systems and their effective implementation. Furthermore, it provides a framework that incorporates a set of key components (input, process, output, outcome) where performance is grounded in its context, captured, coupled, and controlled. This framework might be useful for research and practice in the area of performance management. The relevance of performance analytics might be a predestinated subject for further empirical research in the field of the advances in management accounting with specific regards to performance management systems. If relevance and effectiveness of performance management analytics will arise, education on management accounting would have to be redesigned and integrated with performance analytical topics and new skills and competences on IT and analytical methods might be required for management accountants.