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Performance Measurement and Management Control : Innovative Concepts & Practices

By: Epstein, Marc.
Contributor(s): Manzoni, Jean-Francois | Dávila, Antonio.
Material type: TextTextSeries: eBooks on Demand.Studies in Managerial and Financial Accounting, 20: Publisher: Bradford : Emerald Group Publishing Limited, 2010Description: 1 online resource (541 p.).ISBN: 9781849507257.Subject(s): Management audit -- Congresses | Managerial accounting -- Congresses | Organizational effectiveness -- Congresses | Performance -- Research -- Congresses | Performance standards -- Congresses | Social responsibility of business -- Congresses | Total quality management -- CongressesGenre/Form: Electronic books.Additional physical formats: Print version:: Performance Measurement and Management Control : Innovative Concepts & PracticesDDC classification: 658.1511 LOC classification: HD58.95 .W67 2010Online resources: Click here to view this ebook.
Contents:
Front cover; Performance Measurement and Management Control: Innovative Concepts and Practices; Copyright page; Contents; List of contributors; Preface; Part I: Innovative Concepts and Practices in Performance Measurement and Management Control; Chapter 1. The challenge of simultaneously improving social and financial performances: New research results; Chapter 2. Motivation through incentives: A cross-disciplinary review of the evidence; Chapter 3. Thoughts on the structure of management systems to encourage creativity and innovation; Part II: Innovation and Management Control
Chapter 4. The introduction of innovative performance measurement and management control systems: the role of financial investors and their acquired companiesChapter 5. Innovation and performance: some evidence from Italian firms; Chapter 6. The interaction between information and trust in the control of transactional relationships: theoretical perspectives and empirical support; Chapter 7. Should rolling forecasts replace budgets in uncertain environmentsquest; Part III: Innovation and Performance Measurement
Chapter 8. Strategy and integrated financial ratio performance measures: A longitudinal multi-country study of high performance companiesChapter 9. Performance measurement in strategic changes; Chapter 10. Nonfinancial performance measures: How do they affect fairness of performance evaluation proceduresquest; Chapter 11. The relation between executive time orientation and performance measurement; Part IV: Balanced Scorecard and Performance Measurement System Adoption
Chapter 12. Performance consequences of balanced scorecard adoptions: Claim for large-scale evidence and propositions for future researchChapter 13. The importance of balanced scorecards in hospitals; Chapter 14. Aligning strategy and performance measurement systems in the service sector companies: The Greek example; Part V: Providing Information for Decision Making; Chapter 15. Management accounting and information technology - some empirical evidence; Chapter 16. The diffusion of management accounting systems in manufacturing companies: an empirical analysis of Italian firms
Chapter 17. The impact of firm characteristics on ABC systems: a Greek-based empirical analysis
Summary: In 2001, we gathered a group of researchers in Nice, France to focus discussion on performance measurement and management control. Following the success of that conference, we held subsequent conferences in 2003, 2005, 2007, and 2009. This volume contains some of the exemplary papers that were presented at the most recent conference. Though the conference has been generally focused on performance measurement and management control and has included presentations on many facets of the topic, each year we have also focused on a particular theme of current interest. This year's theme was directed
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HD58.95 .W67 2010 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=533107 Available EBL533107

Front cover; Performance Measurement and Management Control: Innovative Concepts and Practices; Copyright page; Contents; List of contributors; Preface; Part I: Innovative Concepts and Practices in Performance Measurement and Management Control; Chapter 1. The challenge of simultaneously improving social and financial performances: New research results; Chapter 2. Motivation through incentives: A cross-disciplinary review of the evidence; Chapter 3. Thoughts on the structure of management systems to encourage creativity and innovation; Part II: Innovation and Management Control

Chapter 4. The introduction of innovative performance measurement and management control systems: the role of financial investors and their acquired companiesChapter 5. Innovation and performance: some evidence from Italian firms; Chapter 6. The interaction between information and trust in the control of transactional relationships: theoretical perspectives and empirical support; Chapter 7. Should rolling forecasts replace budgets in uncertain environmentsquest; Part III: Innovation and Performance Measurement

Chapter 8. Strategy and integrated financial ratio performance measures: A longitudinal multi-country study of high performance companiesChapter 9. Performance measurement in strategic changes; Chapter 10. Nonfinancial performance measures: How do they affect fairness of performance evaluation proceduresquest; Chapter 11. The relation between executive time orientation and performance measurement; Part IV: Balanced Scorecard and Performance Measurement System Adoption

Chapter 12. Performance consequences of balanced scorecard adoptions: Claim for large-scale evidence and propositions for future researchChapter 13. The importance of balanced scorecards in hospitals; Chapter 14. Aligning strategy and performance measurement systems in the service sector companies: The Greek example; Part V: Providing Information for Decision Making; Chapter 15. Management accounting and information technology - some empirical evidence; Chapter 16. The diffusion of management accounting systems in manufacturing companies: an empirical analysis of Italian firms

Chapter 17. The impact of firm characteristics on ABC systems: a Greek-based empirical analysis

In 2001, we gathered a group of researchers in Nice, France to focus discussion on performance measurement and management control. Following the success of that conference, we held subsequent conferences in 2003, 2005, 2007, and 2009. This volume contains some of the exemplary papers that were presented at the most recent conference. Though the conference has been generally focused on performance measurement and management control and has included presentations on many facets of the topic, each year we have also focused on a particular theme of current interest. This year's theme was directed

Description based upon print version of record.

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