Business Performance Measurement: Theory and PracticeAndy Neely Cambridge University Press, 2002. márc. 7. - 366 oldal Part I Performance Measurement - functional analyses: measuring performance - the accounting perspective, David Otley; measuring performance - the marketing perspective, Bruce Clark; measuring performance - the operations perspective, Andy Neely and Rob Austin; finding performance - the new discipline in management, Marshall Meyer. Part II Performance measurement - theoretical foundations: a conceptual and operational delineation of performance, Michel Lebas and Ken Euske; anomalies of measurement - when it works, but should not, Rob Austin and Jody Hoffer Gittel; does pay for performance really motivate employees?, Margit Osterloh and Bruno Frey; superior managers tolerance to dysfunctional behaviour - a test Clive Emmanuel. Part III Performance measurement - frameworks and methodologies: performance measurement frameworks - a review, Mike Kennerley and Andy Neely; the critical few - first among equals as parameters for measuring strategic effectiveness, Elspeth Murray and Peter Richardson; auditing measurement systems, Umit Bititci, Allan Carrie and Trevor Turner; why measurement initiatives succeed and fail, Mike Bourne and Andy Neely. Part IV Performance measurement - practical applications: what really goes on in the name of benchmarking, D.T. Mayle, Matthew Hinton, Graham Francis and Jackie Holloway; measuring marketing performance - in practice, Tim Ambler and Flora Kokkinaki; loosely coupled performance measurement systems, Thomas Ahrens and Chris Chapman; redefining government performance, Ken Ogata and R. Gookey. Part V Specific measures: customer satisfaction and business performance, Kai Kristensen, Anne Martensen and Lars Grnholdt; linking financial performance to employee and customer satisfaction, Andy Neely and Mohammed Al Najjar; measuring innovation performance, Riitta Katila. Part VI Performance measurement - emerging issues and trends: measuring knowledge work, Rob Austin and Pat Larkey; measuring ebusiness performance, Andy Neely, Bernard Marr, Chris Adams and Neha Kapashi. |
Tartalomjegyzék
The accounting perspective | 3 |
Bruce Clark | 22 |
Andy Neely and Rob Austin | 41 |
4 | 49 |
Part II | 63 |
6 | 71 |
Rob Austin and Jody Hoffer Gittell | 80 |
7 | 91 |
The impact of parent | 198 |
What really goes on in the name of benchmarking? | 211 |
Which way is up? | 225 |
Loosely coupled performance measurement systems | 244 |
Redefining government performance | 259 |
Performance measurementspecific measures | 277 |
Andy Neely and Mohammed Al Najjar | 295 |
19 | 304 |
Does pay for performance really motivate employees? | 107 |
A test | 123 |
Performance measurement frameworks and methodologies | 143 |
First among equals as parameters of strategic | 156 |
Structure and dynamics | 174 |
Gyakori szavak és kifejezések
achieve activities activity-based costing airline analysis assess assets audit balanced scorecard benchmarking brand equity British Airways business performance business processes Business School business unit citation clicks-and-mortar competitors context contribution cost critical customer satisfaction defined dot.coms dysfunctional behavior economic economic value added ECSI effect employees evaluation example executives extrinsic financial performance firms focus focused formance Harvard Business Review Harvard Business School identified implementation important improvement indicators industry initiatives intrinsic motivation issues Journal of Marketing Management Accounting mance measurement marketing performance meas measurement frameworks ment Neely non-financial measures objectives operations management Oregon organization organizational outcomes overall patent percent performance measurement systems Performance Prism practice profit psychological contracts radical innovations reference model relationship reported requirements responses rewards sector shared understanding shareholders specific stakeholders strategic planning strategy tegic theory tion urement Vollmann workers