Business Performance Measurement
Unifying Theory and Integrating Practice
2nd Edition
Published on 13. December 2007
Book
Hardback
528 pages
978-0-521-85511-2 (ISBN)
Description
Drawing together contributions from leading thinkers around the world, this 2007 book reviews developments in the theory and practice of performance measurement and management. Significantly updated and modified from the first edition, the book includes ten additional chapters which review performance measurement from the perspectives of accounting, marketing, operations, public services and supply-chain management. In addition to these functional analyses the book explores performance measurement frameworks and methodologies, practicalities and challenges, and enduring questions and issues. Edited by one of the world's leading experts on performance measurement and management, Business Performance Measurement will be of interest to graduate students, managers and researchers who wish to understand more about the theory and practice of performance measurement and management.
More details
Edition
2nd Revised edition
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Edition type
Revised edition
Dimensions
Height: 260 mm
Width: 183 mm
Thickness: 33 mm
Weight
1177 gr
ISBN-13
978-0-521-85511-2 (9780521855112)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
03/2011
2nd Edition
Cambridge University Press
€98.90
Shipment within 15-20 days
E-Book
03/2008
2nd Edition
Cambridge University Press
€58.99
Available for download
Previous edition
Book
03/2002
Cambridge University Press
€55.71
Article exhausted; check for reprint
Person
Andy Neely is Deputy Director of the ESRC/EPSRC AIM Research Initiative, Professor of Operations Strategy and Performance at Cranfield School of Management, and Visiting Professor of Operations Management at London Business School.
Content
List of figures and tables; Introduction Andy Neely; Part I. Performance Measurement - Functional Analyses and Theoretical Foundations: 1. Accounting performance measurement: a review of its purposes and practices David Otley; 2. Measuring marketing performance: research practice and challenges Bruce Clark; 3. Performance measurement: the operations management perspective Andy Neely; 4. Measuring performance: the supply-chain management perspective Douglas Lambert and Michael Knemeyer; 5. Finding performance: the new discipline in management Marshall Meyer; 6. A conceptual and operational delineation of performance Michel Lebas and Ken Euske; Part II. Performance Measurement - Frameworks and Methodologies: 7. Performance measurement frameworks: a review Andy Neely, Mike Kennerley and Chris Adams; 8. Beyond budgeting to the adaptive organisation Jeremy Hope; 9. Theoretical conditions for validity in accounting performance measurement Hanne Norreklit, Lennart Norreklit and Falconer Mitchell; 10. The validity of measurement frameworks: measurement theory Stephen Pike and Goran Roos; Part III. Performance Measurement - Practicalities and Challenges: 11. Choosing marketing dashboard metrics Tim Ambler and John Roberts; 12. Risk in performance measurement Andrew Likierman; 13. Measuring knowledge work Rob Austin and Pat Larkey; 14. Measuring innovation performance Rita Katila; 15. Context-based measurement Graham Clark and Tony Powell; Part IV. Performance Measurement in Public Services: 16. Measuring the performance of England's primary school teachers: purposes, theories, problems and tensions Andrew Brown; 17. Police performance: sovereignty, discipline and governmentality Paul Collier; 18. The development of composite indicators to measure healthcare performance Rowena Jacobs, Peter Smith and Maria Goddard; 19. Perversity in public service performance measurement Mike Pidd; Part V. Performance Measurement - Emerging Issues and Enduring Questions: 20. Does pay for performance really motivate employees? Margit Osterloh and Bruno Frey; 21. Anomalies of measurement: when it works, but should not Rob Austin and Jody Hoffer Gittel; 22. Loosely coupled performance measurement systems Thomas Ahrens and Chris Chapman; Index.