Research on Strategic Performance Evaluation of Mongolian State-Owned Mining Enterprises Based on the Integration of KPI and OKR

Abstract

Subject to the dual constraints of resource endowment and external market fluctuations, Mongolian state-owned mining enterprises present a multidimensional structure of strategic objectives encompassing resource utilization, extraction efficiency, cost control, and risk resilience. Traditional performance evaluation tools exhibit limitations in the mining context: Key Performance Indicators (KPIs) face the problem of indicator rigidity, while the Balanced Scorecard and Management by Objectives struggle to accommodate resource endowment heterogeneity and uncontrollable production conditions. From the perspective of integrating KPIs and OKRs, this study begins with the deconstruction of strategic objectives, analyzes the applicable boundaries of traditional tools, and explores the theoretical common ground between the two types of tools. On this basis, the study constructs a dual-track integrated evaluation system that covers indicator extraction, OKR embedding, weight allocation, and cycle arrangement, and examines such operational mechanisms as information transfer, performance feedback, and flexible adaptation. The research shows that KPIs anchor the maintenance of routine performance, whereas OKRs carry strategic breakthroughs, and the two achieve synergistic operation through complementary cycles and progressive goal alignment. The evaluation system must establish functions of two-way transmission, dynamic calibration, and flexible adaptation to external fluctuations, so as to address the complexity and uncertainty of mining production.