Performance Measurement and Management Control
Behavioral Implications and Human Actions
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- Description
- Contents
Performance Measurement and Management Control: Behavioral Implications and Human Actions. List of Contributors. Preface. Using management control and performance measurement to solve global societal challenges: Research progress and opportunities. Operating characteristics of high performance companies: Strategic direction for management. Environmental management control systems in SMEs – An implementation schedule. Management accounting tools as mediators of a new organisational construction: A study of the interaction between tools and ‘physician-managers’ in a French public hospital. Culture as a recoupling mechanism: Rationales for construction of budgetary slack in logistics. Performance effects of performance measurement systems – Evidence from a transition economy. The effects of interactive control system and team identity on team performance: An experimental study. Measuring reflectiveness as innovation potential – Do we ever stop to think around here?. The relationships between performance measures and employee Outcomes: The mediating roles of procedural fairness and trust. Guiding managerial behavior toward the long term: The role of performance measurement and compensation systems. The role of transparency and voluntary disclosure on the control of directors’ compensation. Innovation in the public sector: Is it measurable?. Value distribution in state-owned firms: The case of two companies in Uruguay. Performance measurement and management in German universities. Studies in managerial and financial accounting. Performance Measurement and Management Control: Behavioral Implications and Human Actions. Copyright page. Performance Measurement and Management Control: Behavioral Implications and Human Actions. List of Contributors. Preface. Using management control and performance measurement to solve global societal challenges: Research progress and opportunities. Operating characteristics of high performance companies: Strategic direction for management. Environmental management control systems in SMEs – An implementation schedule. Management accounting tools as mediators of a new organisational construction: A study of the interaction between tools and ‘physician-managers’ in a French public hospital. Culture as a recoupling mechanism: Rationales for construction of budgetary slack in logistics. Performance effects of performance measurement systems – Evidence from a transition economy. The effects of interactive control system and team identity on team performance: An experimental study. Measuring reflectiveness as innovation potential – Do we ever stop to think around here?. The relationships between performance measures and employee Outcomes: The mediating roles of procedural fairness and trust. Guiding managerial behavior toward the long term: The role of performance measurement and compensation systems. The role of transparency and voluntary disclosure on the control of directors’ compensation. Innovation in the public sector: Is it measurable?. Value distribution in state-owned firms: The case of two companies in Uruguay. Performance measurement and management in German universities. Studies in managerial and financial accounting. Performance Measurement and Management Control: Behavioral Implications and Human Actions. Copyright page.