Handbook of Management Scales/Attention focusing

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Attention focusing (alpha = 0.87; AVE = 0.63; CR = 0.87)[edit | edit source]

Description[edit | edit source]

The authors measured performance measurement system (PMS) use for attention focusing and score keeping with the scales of Vandenbosch (1999). For the former scale, one item (“vocabulary in the organization”) was deemed confusing and therefore omitted. Instead, an item of Henri’s (2006) scale was added to ensure content validity and comprehensiveness.

Definition[edit | edit source]

Attention focusing refers to “an interactive PMS use that fosters organizational dialogue (Simons, 1990), where the guiding question is: “What problems should we look into?” (Simon et al., 1954; Henri, 2006)”.

Items[edit | edit source]

Please rate the extent to which your upper management currently uses PMS to…

  • … tie the organization together. (0.76)
  • … enable the organization to focus on our critical success factors. (0.80)
  • … provide a common view of the organization. (0.84)
  • … enable discussion in meetings of superiors, sub-ordinates and peers. (0.58)
  • … enable continual challenge and debate of underlying results, assumptions and action plans. (dropped)

Items were measured with a 7-point Likert scales ranging from “1 = not at all” to “7 = to a very great extent”.

Source[edit | edit source]

  • Bühler/Wallenburg/Wieland (2016): Accounting for External Turbulence of Logistics Organizations via Performance Measurement Systems. Supply Chain Management: An International Journal, Vol. 21, No. 6