The Routledge companion to performance management and control / edited by Elaine Harris.
Performance management is key to the ongoing success of any organisation, allowing it to meet its strategic objectives by designing and implementing management control systems. This book goes beyond the usual discussion of performance management in the context of accounting and finance, also focusin...
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Full Text (via Taylor & Francis) |
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| Format: | eBook |
| Language: | English |
| Published: |
Abingdon, Oxon ; New York, NY :
Routledge,
2017.
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| Series: | Routledge companions in business, management and accounting.
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Table of Contents:
- Part, 1 Design of performance management and control systems
- chapter 1 Introduction to performance management and control / Elaine Harris
- chapter 2 Management control systems
- Theory and lessons from practice / David Dugdale
- chapter 3 Kyocera's use of amoeba management as a performance management system
- Why it works? / Ralph W. Adler
- chapter 4 Cost management and modular product design strategies / Marc Wouters Frank Stadtherr
- chapter 5 Composite measures in performance measurement / Paul Rouse Julie Harrison
- chapter 6 External influences on metrics
- regulation and industry benchmarks / Liz Warren Karen Brickman
- chapter 7 The cloud and management accounting and control / Martin Quinn Erik Strauss
- chapter 8 Leveraging big data for organizational performance management and control / Damminda Alahakoon Piyumini Wijenayake
- part, 2 People and management control
- chapter 9 The role of the finance professional in performance management and control / Pascal Nevries Rick Payne
- chapter 10 The role of strategic planning
- A case study in UK higher education / Elaine Harris Mark Ellul
- chapter 11 Managing ambiguity
- Changes in the role of the chief risk officer in the UK's financial services sector / Anette Mikes Maria Zhivitskaya
- chapter 12 Behavioural issues in performance-management practices
- Current status and future research / Xuan Thuy Mai Zahirul Hoque
- chapter 13 Accounting for the immaterial
- The challenge for management accounting / David Carter
- chapter 14 The (ir)relevance of performance measurement to performance management? / Lin Fitzgerald Rhoda Brown Ian Herbert Ruth King Laurie McAulay
- chapter 15 Leadership and control / Craig Marsh
- part, 3 Performance Management and Control in different contexts
- chapter 16 Theorising management accounting practices in less developed countries / Chandana Alawattage Danture Wickramasinghe Shazhad Uddin
- chapter 17 Performance measurement and supply chain management / Tony Mancini Maria Argyropoulou Rachel Argyropoulou
- chapter 18 AirAsia
- Towards a 'new world' carrier strategy and implications for performance management system design / Ralph Adler Carolyn Stringer Paul Shantapriyan Georgia Birch
- chapter 19 Comparative insights into management control practices in two Sri Lankan banks in the public and private sectors / Tharusha Gooneratne Zahirul Hoque
- chapter 20 Performance measurement in SMEs / Robin Jarvis
- chapter 21 In search of hospitality
- Theoretical and practical issues in performance measurement and management in hotels / Ruth Mattimoe John Paul Tivnan
- chapter 22 The role of performance management systems in non-government organizations (NGOs) / Robert H. Chenhall Matthew Hall David Smith
- chapter 23 Performance management in the public sector
- The case of the English ambulance service / Geoffrey Heath James Radcliffe Paresh Wankhade
- chapter 24 Management control systems research in the public higher education sector
- Current status and future research agenda / Chaturika Seneviratne Zahirul Hoque
- part, 4 PMC research
- The lens through which PMC may be viewed
- chapter 25 Researching performance management
- An actor-reality perspective / Will Seal
- chapter 26 The nature and practice of interpretive accounting research / De Loo Ivo Alan Lowe
- chapter 27 Research in performance management and control
- The impact of research and the measurement of impact / Jane Broadbent
- chapter 28 PMC
- Entering a developing field / Tony Berry Elaine Harris.