Current research issues in the strategic performance management of lean manufacturing organizations.

This contribution is about strategic performance management in lean manufacturing organizations. We conceptually identify three main patterns through which research on the theme is critically discussed. They relate to (i) the operations management’s influence on management control in lean manufacturing, (ii) the effects of operational control and accounting practices on the control of employees’ behavior, and (iii) practices linking strategy with the organization’s operational levels. We develop an argument for each specific pattern identified and, eventually, we urge the need for embracing holistic approaches to further and support research on strategic performance management in lean manufacturing organizations.