Performance Measurement and Management Control: Measuring and Rewarding Performance Vol: 18

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Product Details
04 Aug 2008
Emerald Group Publishing Limited
372 pages - 156 x 234 x 22mm
Studies in Managerial and Financial Accounting


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, and 2007. This volume contains some of the exemplary papers that were presented at the most recent conference. The conference has grown in number of participants, quality of presentations, and reputation and this year attracted leading researchers in the field from North America, South America, Europe, Asia, Australia, and Africa. 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 at measuring and rewarding performance. This includes evaluating and rewarding the performance of organizations, units, teams, and individuals. It includes empirical, analytical and experimental research. In addition to the three plenary sessions, this volume also includes some of the other excellent papers presented at the conference. The contents of this book represent a collection of leading research in management control and performance measurement and provide a significant contribution to the growing literature in the area. This collection of papers also covers a representative set of topics, research settings, and research methods. We are hopeful that this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations.
Aligning, measuring, and rewarding performance in complex organizations. On the folly of hoping for A, simply because You are trying to pay for A. Performance measurement and management control Systems: Current research and ideas going forward. Early performance ratings and personality measures in career advancement. Tying vs. not-tying post-completion reviews to extrinsic rewards. Objective rewarding, managerial motivation and organizational commitment: The intervening role of justice. Empirical evidence on the (perceived) value of information for performance measurement purposes in an ERPS environment. The missing link between information and action: hastenings and delays as universal reactions to performance feedback. The lifetime value scorecard: From E-metrics to internet customer value. Examining the construct validity of the balanced scorecard using the multitrait–multimethod matrix. Assessing privatized airport performance from stakeholder viewpoints: a study of Sydney Airport. Causality in a performance measurement model: A case study in a Brazilian power distribution company. Performance measurement and executive compensation: Practices of high-performance companies. Private performance information in CEO incentive compensation. List of Contributors. Preface. Studies in managerial and financial accounting. Studies in managerial and financial accountingVolume 18. Copyright page.

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