ABSTRACT
Despite the intuitive and compelling nature of the "strategy-performance measurement-information flow-rewards" model, other authors have challenged the concept of a top-down framework with performance measurement at its centre. The organisations with shared service centres (SSCs) are particularly interesting cases to study, for a number of reasons. The structure of organisations with SSCs may be somewhat different from other organisations. The findings presented here derive from the analysis of a single case organisation, Network Rail. Network Rail identified a programme of cost reduction measures in 2004 as a result of external pressures. The World Class Board is supported by Signal Stations that provide summaries of objectives and projects together with descriptions of achievement for each service team within FSS. Performance measurements are the most important component of performance management in SCCs, the evidence from NWR indicates that the answer may be that the traditional means of achieving control through reporting of performance measures and consequential actions may not be paramount.
