The performance measurement and management practices empowered by coaching: an empirical investigation in SMEs and large organizations

Purpose Recent studies on performance measurement and management (PMM) have emphasized the importance of adopting effective managerial practices to improve organizational performance in all-size companies. Similarly, research on coaching has highlighted its valuable role in improving managerial effectiveness and overall organizational outcomes. Despite the benefits of coaching, scholars and practitioners have identified the challenges associated with objectively measuring its impact. To address this gap, this paper aims to investigate the potential effects of coaching interventions in both small- and medium-sized enterprises (SMEs) and large organizations. Design/methodology/approach An exploratory survey was developed to identify the managerial practices most positively influenced by coaching and to examine the interrelationships among them. The survey was further validated by interviews with respondents. Findings The findings indicate that coaching contributes to the improvement of several PMM practices across all-size organizations, while certain practices appear to be particularly relevant to SMEs. These differences can be attributed to the managerial shortcomings often found in SMEs, which create a favorable context for coaching interventions. In particular, coaching facilitates improvements in areas where SMEs traditionally face challenges, such as the definition of objectives and definition of roles. Originality/value The paper highlights the crucial role of coaching in fostering managerial development while simultaneously enhancing organizational performance. Furthermore, the impact of coaching on PMM practices extends beyond the specific objectives defined for coaching projects. Coaching often generates unplanned indirect effects that positively influence PMM practices, thereby amplifying its overall contribution to performance improvement.