Integrated Performance Management
A Guide to Strategy Implementation
1st Edition
Published on 2. December 2004
352 pages
978-1-4462-4001-4 (ISBN)
Description
Linking various disciplines and management functions, Integrated Performance Management provides the reader with a concrete framework to manage organizations successfully. The authors do not isolate a single strategy to manage performance. Instead, the book focuses on a range of strategies providing the reader with an introduction to each one.
The concepts under analysis were developed through intense dialogue with business managers. While maintaining academic rigour, Integrated Performance Management presents ideas that students will find relevant outside of the classroom. Postgraduate and MBA students in a range of areas including strategy, accounting, finance, operations management, marketing, leadership and human resource management will find this book useful.
The concepts under analysis were developed through intense dialogue with business managers. While maintaining academic rigour, Integrated Performance Management presents ideas that students will find relevant outside of the classroom. Postgraduate and MBA students in a range of areas including strategy, accounting, finance, operations management, marketing, leadership and human resource management will find this book useful.
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More details
Edition
First Edition
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Professional and scholarly
Product notice
Reflowable
ISBN-13
978-1-4462-4001-4 (9781446240014)
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
Kurt Verweire | Lutgart van den Berghe
Integrated Performance Management
A Guide to Strategy Implementation
Book
12/2004
1st Edition
SAGE Publications Inc
€98.30
Shipment within 10-20 days
Kurt Verweire | Lutgart van den Berghe
Integrated Performance Management
A Guide to Strategy Implementation
Book
12/2004
1st Edition
SAGE Publications Inc
€309.00
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Persons
Professor Kurt Verweire obtained his PhD at Erasmus University Rotterdam in 1999. He is Associate Professor Strategic Management and Partner at Vlerick Business School. He is also Programme Director of the MBA-FSI programme, a general management programme that is entirely focused on the financial services industry. His research interests include formulating and implementing winning business strategies, performance management and change management, and corporate strategy. Current research projects address how firms have to position themselves in the market, and how to create alignment and commitment within the organisation. Many of his research projects deal with financial services organisations.
Content
Integrated Performance Management - Kurt Verweire and Lutgart Van der Berghe
New Hype or New Paradigm?
PART ONE: AN OVERVIEW OF TRADITIONAL PERFORMANCE MANAGEMENT FRAMEWORKS
Performance from a Finance Perspective - Kurt Verweire et al
Shareholder Value and Beyond
Performance Management from a Control Perspective - Werner Bruggeman
Introducing the Balanced Scorecard
Performance at the Operational Level - Paul Gemmel
Quality- and Time-Based Competition
Managing Risk, Managing Value - Kurt Verweire and Lutgart Van der Berghe
PART TWO: THE INTEGRATED PERFORMANCE MANAGEMENT FRAMEWORK: CONSTITUENT ELEMENTS
Performance Goals and the Strategy Formation Process - Kurt Verweire and Lutgart Van der Berghe
Obtaining Better Performance through Business Process Orientation - Paul Gemmel and Ann Vereecke
Strategic Informations Systems Alignment - Dirk Deschoolmesster and Oliver Braet
Integrated Performance Management through Effective Management Control - Werner Bruggeman
Organizing for Performance - Marc Buelens
Human Resource Management and Integrated Performance Management - Dirk Buyens, Ans De Vos and Bart Malfliet
A Mutual Relationship?
The Informal Organization - Mark Buelens
Leading for Performance
Strategic Rewards and Reward Strategies - Xavier Baeten
Change, Learning and Performance - Herman Van der Broeck and Steven Mestdagh
Three of a Kind?
Towards a More Integrated Approach of Strategic Alignment - Kurt Verweire
PART THREE: ADDING A NEW DIMENSION TO INTEGRATED PERFORMANCE MANAGEMENT: INTRODUCING THE CONCEPT OF MATURITY ALIGNMENT
Introducing Maturity Alignment - Philip de Cnudde et al
Basic Concepts
Finding the Optimal Maturity Level and Linking It to Performance - Bernard Hindryckx et al
New Hype or New Paradigm?
PART ONE: AN OVERVIEW OF TRADITIONAL PERFORMANCE MANAGEMENT FRAMEWORKS
Performance from a Finance Perspective - Kurt Verweire et al
Shareholder Value and Beyond
Performance Management from a Control Perspective - Werner Bruggeman
Introducing the Balanced Scorecard
Performance at the Operational Level - Paul Gemmel
Quality- and Time-Based Competition
Managing Risk, Managing Value - Kurt Verweire and Lutgart Van der Berghe
PART TWO: THE INTEGRATED PERFORMANCE MANAGEMENT FRAMEWORK: CONSTITUENT ELEMENTS
Performance Goals and the Strategy Formation Process - Kurt Verweire and Lutgart Van der Berghe
Obtaining Better Performance through Business Process Orientation - Paul Gemmel and Ann Vereecke
Strategic Informations Systems Alignment - Dirk Deschoolmesster and Oliver Braet
Integrated Performance Management through Effective Management Control - Werner Bruggeman
Organizing for Performance - Marc Buelens
Human Resource Management and Integrated Performance Management - Dirk Buyens, Ans De Vos and Bart Malfliet
A Mutual Relationship?
The Informal Organization - Mark Buelens
Leading for Performance
Strategic Rewards and Reward Strategies - Xavier Baeten
Change, Learning and Performance - Herman Van der Broeck and Steven Mestdagh
Three of a Kind?
Towards a More Integrated Approach of Strategic Alignment - Kurt Verweire
PART THREE: ADDING A NEW DIMENSION TO INTEGRATED PERFORMANCE MANAGEMENT: INTRODUCING THE CONCEPT OF MATURITY ALIGNMENT
Introducing Maturity Alignment - Philip de Cnudde et al
Basic Concepts
Finding the Optimal Maturity Level and Linking It to Performance - Bernard Hindryckx et al
