Reflections on the role, use and benefits of corporate performance measurement in the UK

Measuring Business Excellence

Volumn 9, Issue 3, 2005, Pages

  Bourne, Mike ^a   Franco Santos, Monica ^a   Kennerley, Mike ^a   Martinez, Veronica ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84978123798     PISSN: 13683047     EISSN: None     Source Type: Journal    
DOI: 10.1108/mbe.2005.26709caf.001     Document Type: Article

References (8)

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3. Franco, M., Bourne, M. and Huntington, R.(2004), “Executive pay and performance measurement practices in the UK”, Measuring Business Excellence, Vol. 8 No. 3, pp. 5–11
4. Fitzgerald, L., Johnston, R., Brignall, T.J., Silvestro, R. and Voss, C. (1991), Performance Measurement in Service Businesses, The Chartered Institute of Management Accountants, London.
5. Kaplan, R.S. and Norton, D.P. (1992), “The balanced scorecard:measures that drive performance”, Harvard Business Review, Vol. 70 No. 1, pp. 71–79
6. Kaplan, R.S. and Norton, D.P.(1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston, MA.
7. Neely, A.D., Adams, C. and Kennerley, M. (2002), The Performance Prism: The Scorecard for Measuring and Managing Business Success, FT Prentice-Hall, London.
8. Rucci, A.J., Kirn, S.P. and Quinn, R.T. (1998), “Theemployee-customer profit chain at Sears”, Harvard Business Review, Vol. 76, No. 1, pp. 82–97.