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The evolution of performance measurement systems (PMS) during a merger & acquisition process
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Orientador(es)
Resumo(s)
This paper attempts to answer why it is so important to have a well defined strategy and, more importantly, how to implement it and align it with Performance Measurement Systems (PMS) in order to achieve its goals. It studies the use of budgeting before and after a Merger and Acquisition (M&A) process based on a real case scenario of Opway. In order to analyze it, both Otley (1999) and Simons (1995) frameworks were used.
This case revealed that an M&A process brings a large number of opportunities, but also problems (e.g. the shock of cultures) and so requires new strategies as well as new PMS to be aligned with. Budgeting proved to be a useful tool but it also showed that PMS may be improved in order to attain Opway’s objectives. As a conclusion it is believed that Balanced Scorecard (BSC) is able to answer this need.
Descrição
A Work Project, presented as a part of the requirements for the Award of a Masters Degree in Management from the Faculdade de Economia da Universidade Nova de Lisboa
Palavras-chave
Strategy Performance Measurement Systems (PMS) Budgeting Balance Scorecard (BSC) Key Performance Indicators (KPI's)