000			04101nam a2200445Ia 4500
001			1076
008			230305s2004 xx 000 0 und d
020			_a9780762311224
041			_aeng
245		0	_aPerformance measurement and management control
260			_a _bEmerald, _c2004
300			_axiv + 445 p. ; 24 cm
490			_aStudies and managerial and financial accounting; _v14
500			_asuperior organizational performance
505			_aList of Contributors. Introduction. Preface. Part I. Improving Organizational Performance. The Drivers and Measures of Success in High Performance Organizations. (M. J. Epstein). From High Performance Organizations to an Organizational Excellence Framework. (J-F. Manzoni). Part II: Drivers of Superior Financial Performance. Determinants of Performance Measurement System Design and Corporate Financial Performance. (A. Rejc, S. Slapnicar). Social Practices and Corporate Performance. (C. Decock Good, L. Georges). Competitive Strategies, Salespeople Control and Salesforce Performance. (P-A. Sprimont). Strategy and Integrated Financial Ratio Performance Measures: Empirical Evidence of the Financial Performance Scorecard and High Performance Companies. )B. E. Needles et al.). Part III: Developing Improved Performance Measures. Supply Chain Performance Measurement A Transaction Cost Theory and Value-Based Approach. (P. Harvath, K. Moeller). Performance Measurement in French Companies: An Empirical Study. (P-L. Bescos, E. Cauvin). Multifaceted New Product Development Performance: Survey of Utilization of Performance Measures in Finnish Industry. (P. Suomala). The Effects of Multiple Measures-Based Performance Evaluation on Managers Performance: The Role of Procedural Fairness and Interpersonal Trust. (M. Sholihin et al.). Part IV: Balanced Scorecard Implementations. Technical and Organizational Barriers Hindering the Implementation of a Balanced Scorecard: The Case of a European Space Company. (F. Oriot, E. Misiaszek). The Structure of Balanced Scorecards: Empirical Evidence from Norwegian Manufacturing Industry. (J. I. Stemsrudhagen). Bonus and Penalty Contract Acceptance in a Balanced Scorecard Environment: A Case Study. (P. van de Weghe, W. Bruggeman). Part V: Measuring and Improving Performance in Non-Profit Organizations. Performance Measurement in Non-Profit Organizations: How To Link Theory and Reality? (L. Emanuele et al.). The Stair: A Duel Core Model for Changing Public Sector Performance. (M. Zeppou, T. Sotirakou). The Adoption of the Balanced Scorecard in Government-Owned Corporations. (S. S. Kalagnanam). Management Accounting in Public and Private Hospitals: A Comparative Study (L-G. Aidemark, L. Lindkvist)..
520			_aContains a compendium of some of the papers presented at a workshop on Performance Measurement and Management Control: Superior Organizational Performance in September, 2003. The contents of this book represent a collection of research in management control and performance measurement and provide a contribution to the literature in the area.
630			_aHD INDUSTRIES. LAND USE. LABOR _937
650			_aManagement control _93037
650			_a Performance evaluation _96160
650			_a Comprehensive command scoreboard _96161
650			_a Competitiveness _93636
650		0	_aStrategy _91208
650			_a Salesforce _96162
650			_a Supply chain _93527
650		0	_aProduct design _96163
650			_a NGO model _96164
650			_a Public sector _96165
650			_a companies _96166
650			_a Hospital _9724
650			_a Managerial accounting.
700			_aManzoni, Jean-François _eDirector Científic _96168
700			_aEpstein, Marc J. _eDirector Científic
856			_uhttp://books.google.es/books?id=UEGinVfIYOEC&printsec=frontcover&dq=performance+measurement+and+management+control&source=bl&ots=U2F2BoRJZP&sig=2FSL330m2YBFyVxQdueqc86h0Pg&hl=ca&sa=X&ei=vG2GUKvDFs7DtAb9xYHYAQ&ved=0CDQQ6AEwAQ
902			_a416
905			_am
912			_a2004-01-01
942			_a1
953			_d2012-10-23 12:19:38
999			_c1080 _d1080