Currently, corporation work is focused on good performance in balance with strategy itself. In addition, a Performance Management Model proposal has come forth prioritizing not only financial indicators but also the non-financial indicators. Such model aims to mobilize the corporation with the aim work in line with the objectives defined in the corporation strategic plan. The main focus of such model is the construction of an integrated vision, not only considering the different dimensions that comprised the strategy, but also the different organizational players, involved in its definition and implementation. Following this concept, the first step is to build common sense on what organization performance is and what this concept means. In view of that, this research aims to identify the aspects that render the construction of shared senses in the organization performance difficult allowing for better integration of strategic actions and supporting the organization in tackling the complex challenges within the competitive corporation environment. This study is centrered on a joint-venture corporation from the telecommunications sector, called Star One. The company is part of a greatly complex competitive environment considering that it is a brand-new corporation that, therefore, it pursues the construction of its own identity. To materialize such document, all Corporation Board and strategic planning Managers have been interviewed. The results emphasize staff commitment level and the communications process on the organizational strategy. These are significant elements for the success of an organizational performance management model.