Business Performance Measurement: Theory and Practice
- 7h 2m
- Andy Neely (ed)
- Cambridge University Press
- 2002
The field of performance measurement has evolved rapidly in the last few years with the development of new measurement frameworks and methodologies, such as the balanced scorecard, the performance prism, economic value added, economic profit, activity-based costing, and self-assessment techniques.
This multi-disciplinary, international book draws together the key themes to provide an up-to-date summary of the leading ideas in business performance measurement, theory and practice. It includes viewpoints from a range of fields including accounting, operations management, marketing, strategy, and organizational behavior.
This book will appeal to graduate students, managers, and researchers interested in performance measurement, whatever their discipline.
About the Editor
Andy Neely is Director of the Centre for Business Performance at Cranfield School of Management and Professor of Operations Strategy and Performance and has been researching and teaching in the field of business performance measurement since the late 1980s. He was chair of the International Conference on Performance Measurement in 1998, 2000 and 2002 and has authored over 100 books and articles on the subject, including Measuring Business Performance, Economist Books, 1998. He has been a consultant to and worked with numerous organizations including Accenture, British Airways, DHL, Hewlett-Packard, KPMG, Oracle, PeopleSoft, and Rolls Royce Aerospace.
In this Book
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Business Performance Measurement—Theory and Practice
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Measuring Performance—The Accounting Perspective
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Measuring Performance—The Marketing Perspective
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Measuring Performance—The Operations Perspective
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Finding Performance—The New Discipline in Management
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A Conceptual and Operational Delineation of Performance
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When It Should Not Work But Does—Anomalies of High Performance
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Does Pay for Performance Really Motivate Employees?
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Superior Managers Tolerance to Dysfunctional Behavior—A Test
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Performance Measurement Frameworks—A Review
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The Critical Few—First Among Equals as Parameters of Strategic Effectiveness
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Integrated Performance Measurement Systems—Structure and Dynamics
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Why Measurement Initiatives Succeed and Fail—The Impact of Parent Company Initiatives
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What Really Goes On in the Name of Benchmarking?
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Measuring Marketing Performance—Which Way Is Up?
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Loosely Coupled Performance Measurement Systems
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Redefining Government Performance
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Customer Satisfaction and Business Performance
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Linking Financial Performance to Employee and Customer Satisfaction
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Measuring Innovation Performance
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The Future of Performance Measurement—Measuring Knowledge Work
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Chapter 21: Measuring eBusiness Performance
