Rudolf Grünbichler
CAMPUS 02, University of Applied Sciences, Department Financial and Management Accounting, Körblergasse 126, 8010 Graz, Austria
Jozef Klučka
University of Žilina, Faculty of Security Engineering, Univerzitná 8215/1, 010 26 Žilina, Slovakia


3rd International Scientific Conference – EMAN 2019 – Economics and Management: How to Cope With Disrupted Times, Ljubljana – Slovenia, March 28, 2019, SELECTED PAPERS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School – Maribor, Slovenia; Integrated Business Faculty –  Skopje, Macedonia; Faculty of Management – Zajecar, Serbia, ISBN 978-86-80194-19-6, ISSN 2683-4510


Purpose – The purpose of this paper is to propose an integrated model to implement a business performance management system in small and medium sized enterprises (SMEs) in Styria (Austria) and the region of Zilina (Slovakia) taking into account the implementation hurdles encountered in these regions. Design/Methodology/approach – To answer the research question, a multi-stage research design was chosen: After a literature research on implementation hurdles, a qualitative survey among small enterprises in Styria was carried out to get the current status. On the basis of a literature review and the results of the qualitative survey a standardized questionnaire was developed and sent to randomly selected SMEs in Styria (Austria) and Žilina (Slovakia). The results serve to develop an implementation and ongoing improvement model that takes into account the characteristic implementation hurdles. Findings – The empirical results from the qualitative and quantitative surveys show that many hurdles arise in the implementation process of a BPM system in Styria and Zilina. It turns out that especially companies without a BPM-system, which want to introduce one, underestimate certain problem areas. Research limitations – The survey on the collection of implementation hurdles was limited to the regions of Styria in Austria and Zilina in Slovakia. Referring to the sample size required for the descriptive research design, the number of responses could have been higher (probability of error). The implementation model has to be tested in practice. Practical implications – Almost half of the Austrian companies surveyed do not have a PM-system. That means that they will sooner or later have to reckon with the implementation. It turns out that some problem with the implementation is underestimated by these companies. The model takes these problems into account and can sensitize managers for them. A practical problem will be that the implementation requires a lot of knowhow in different management systems and resources.


Business Performance Management, Implementation of a Management System in SME, Phase Model, Empirical survey, Austria, Slovakia.


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