Business Performance Measurement: Unifying Theory and Integrating Practice

doi:10.1017/CBO9780511488481

Business Performance Measurement

Unifying Theory and Integrating Practice

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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.

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Contents

Frontmatter
pp i-iv
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Contents
pp v-viii
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List of figures
pp ix-x
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List of tables
pp xi-xi
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List of boxes
pp xii-xii
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List of contributors
pp xiii-xvi
- By Andy Neely, Professor Operations Strategy and Performance at Cranfield School of Management, UK
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Introduction
pp 1-6
- By Andy Neely, Professor of Operations Strategy and Performance Cranfield School of Management, UK
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Part I - Performance measurement – functional analyses and theoretical foundations
pp 7-10
- By David Otley, Professor Lancaster University Management School, UK
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1 - Accounting performance measurement: a review of its purposes and practices
pp 11-35
- By David Otley, Professor Lancaster University Management School, UK
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2 - Measuring marketing performance: research, practice and challenges
pp 36-63
- By Bruce Clark, Associate Professor Marketing Group of the College of Business Administration Northeastern University, USA
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3 - Measuring performance: the operations management perspective
pp 64-81
- By Andy Neely, Professor Operations Strategy and Performance at Cranfield School of Management, UK
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4 - Measuring performance: the supply chain management perspective
pp 82-112
- By Douglas Lambert, Professor The Ohio State University, USA, Michael Knemeyar, Assistant Professor The Ohio State University, USA
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5 - Finding performance: the new discipline in management
pp 113-124
- By Marshall Meyer, Professor of Sapp and Management and Sociology The Wharton School, USA
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6 - A conceptual and operational delineation of performance
pp 125-140
- By Michel Lebas, Emeritus Professor Accounting and Management Control, Groupe HEC, France, Ken Euske, Professor of Accounting Naval Postgraduate School, Monterey, USA
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Part II - Performance measurement – frameworks and methodologies
pp 141-142
- By Andy Neely, Professor Operations Strategy and Performance at Cranfield School of Management, UK, Mike Kennerley, Research Fellow Cranfield School of Management, UK., Chris Adams, Visiting Fellows Cranfield School of Management, UK.
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7 - Performance measurement frameworks: a review
pp 143-162
- By Andy Neely, Professor Operations Strategy and Performance at Cranfield School of Management, UK, Mike Kennerley, Research Fellow Cranfield School of Management, UK., Chris Adams, Visiting Fellows Cranfield School of Management, UK.
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8 - Beyond budgeting to the adaptive organization
pp 163-178
- By Jeremy Hope, Founder and Research program Director BBRT
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9 - Theoretical conditions for validity in accounting performance measurement
pp 179-217
- By Hanne Nørreklit, Professor of Management Accounting and Control Aarhus School of Business, Denmark, Lennart Nørreklit, Professor Danish Centre for Philosophy and Science Studies, Aalborg University, Denmark, Falconer Mitchell, Professor of Management Accounting University of Edinburg, UK
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10 - The validity of measurement frameworks: measurement theory
pp 218-236
- By Stephen Pike, Director Research at Intellectual Capital Services Ltd, Goran Roos, Professor Cranfield School of Management
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Part III - Performance measurement – practicalities and challenges
pp 237-238
- By Tim Ambler, Senior Fellow London Business School, UK, John Roberts, Professor of Marketing London Business School, UK
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11 - Choosing marketing dashboard metrics
pp 239-260
- By Tim Ambler, Senior Fellow London Business School, UK, John Roberts, Professor of Marketing London Business School, UK
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12 - Risk in performance measurement
pp 261-278
- By Andrew Likierman, Professor of Management Practice London Business School, UK
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13 - Measuring knowledge work
pp 279-303
- By Rob Austin, Associate Professor Harvard Business School, USA, Pat Larkey, Professor Carnegie Mellon University, USA
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14 - Measuring innovation performance
pp 304-317
- By Riitta Katila, Assistant Professor Stanford University, USA.
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15 - Context-based measurement
pp 318-336
- By Graham Clark, University of York, UK, Tony Powell
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Part IV - Performance measurement in public services
pp 337-338
- By Andrew Brown, University of Cambridge, UK.
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16 - Measuring the performance of England's primary school teachers: purposes, theories, problems and tensions
pp 339-362
- By Andrew Brown, University of Cambridge, UK.
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17 - Police performance: sovereignty, discipline and governmentality
pp 363-382
- By Paul Collier, Senior Lecturer Monash University
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18 - The development of composite indicators to measure health care performance
pp 383-407
- By Rowena Jacobs, Research Fellow University of York, UK, Peter Smith, Professor University of York, Uk, Maria Goddard, Assistant Director University of York, UK
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19 - Perversity in public service performance measurement
pp 408-430
- By Mike Pidd, Professor Lancaster University Management School, UK
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Unifying Theory and Integrating Practice

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