Discusses the degree to which customer‐ and employee‐based measures of performance are used within The Times top 500 companies, as revealed by a postal survey carried out in 1995 and from initial findings from six in‐depth case studies. The inquiry was initiated as a result of the continuing wave of changes resulting from the performance measurement revolution and ongoing developments in the field of total quality management. Investigates the generation and use of the measures and assesses the commonality between management theory and reported practice. Concludes that, although best practice (in academic terms) is apparent in some companies, the use of these measures in the determination of business strategy has not yet become standard practice.
