Performance Measurement and Management Control

List of Contributors. Preface. The challenge of simultaneously improving social and financial performances: New research results. Motivation through incentives: A cross-disciplinary review of the evidence. Thoughts on the structure of management systems to encourage creativity and innovation. The introduction of innovative performance measurement and management control systems: the role of financial investors and their acquired companies. Innovation and performance: some evidence from Italian firms. The interaction between information and trust in the control of transactional relationships: theoretical perspectives and empirical support. Should rolling forecasts replace budgets in uncertain environments?. Strategy and integrated financial ratio performance measures: A longitudinal multi-country study of high performance companies. Performance measurement in strategic changes. Nonfinancial performance measures: How do they affect fairness of performance evaluation procedures?. The relation between executive time orientation and performance measurement. Performance consequences of balanced scorecard adoptions: Claim for large-scale evidence and propositions for future research. The importance of balanced scorecards in hospitals. Aligning strategy and performance measurement systems in the service sector companies: The Greek example. Management accounting and information technology – some empirical evidence. The diffusion of management accounting systems in manufacturing companies: an empirical analysis of Italian firms. The impact of firm characteristics on ABC systems: a Greek-based empirical analysis. Studies in managerial and financial accounting. Performance Measurement and Management Control: Innovative Concepts and Practices. Copyright page.