Many information technology experts suggest that each company rapidly transmit information as much as possible, ensuring it is complete, consistent and accurate. For this, there must be a total osmosis between the information system and the business. Therefore, the interconnection is conducive to a prompt response from an effective and measured decision maker. Many companies use the Internet to communicate with their employees as well as with customers and suppliers: the extension of the network supply tends to open up attractive opportunities for companies that know how to use IT to their advantage. Thus, traditional approaches have relied almost entirely on hierarchical sources. Any performance management system should encourage the use of multiple sources in all areas and services.
The performance of the company also plays a critical role. Any research on an organization’s performance must be based on a defining measurement of their major business concept and/or those which underlie. Although the study of performance determinants has always been at the heart of business research, scientific knowledge about it is still very fragmented. This situation is explained by the fact that most studies have addressed the problem in only one aspect, one-dimensional or two or three in extreme cases. This is to limit the magnitude of the task in methodological terms.
Performance can thus be managed from a functional perspective (sales and marketing, accounting and finance, production and human resources management) or procedural (supply chain management, innovation, and communication). Performance allows a business leader to explain the link between the company and its daily operation. In this optical function, each firm should positively improve the value provided by its routine activities.
There are several concepts used to define performance in literature. Some authors equate to efficiency, ability or competitiveness, while others relate to efficiency, performance, productivity, and concepts such as health, success, and excellence. Many specialists equate a business’ performance to the implementation and realization of their actions. This is to focus on the implementation process of an operation and the result of it. In short, people can identify performance based on success. Some experts define performance when one business does better than its competitors in the short, medium and long term.