ABSTRACT
Performance measurement is effectively a comparative process (Churchman, 1967). Therefore an organization’s performance is considered in relation to either its own performance in a different time period or the performance of another relevant organization. This still leaves the question as to what should be measured? According to Enderle and Tavis (1998), ‘measurement grants importance’ in that if a dimension of performance is not measured then it appears to be less significant. If we consider the implications of this for stakeholders we can argue that an organization’s failure to measure its performance for a stakeholder group implies that this performance, and therefore this stakeholder group, are less important.
