Corporate performance management

Measuring Business Excellence

Volumn 7, Issue 3, 2003, Pages 15-21

  Bourne, Mike ^a   Franco, Monica ^a   Wilkes, John ^b  

^a UNIVERSITY OF CAMBRIDGE   (United Kingdom)

^b Performance Management at SAS UK ^*  (United Kingdom)

Author keywords

Organizational change; Performance management

Indexed keywords

EID: 84986156536     PISSN: 13683047     EISSN: None     Source Type: Journal    
DOI: 10.1108/13683040310496462     Document Type: Review

References (5)

1. Eccles, R.G. and Pyburn, P.J. (1992), “Creating a comprehensive system to measure performance”, Management Accounting [US], October, pp. 41-44.
2. Kaplan, R.S. and Norton, D.P. (1992), “The balanced scorecard – measures that drive performance”, Harvard Business Review, January/February, pp. 71-79.
3. Kaplan, R.S. and Norton, D.P. (2000), “Having trouble with your strategy? then map it”, Harvard Business Review, September/October, pp. 167-176.
4. Neely, A.D., Adams, C. and Kennerley, M. (2002), The Performance Prism, the Scorecard for Measuring and Managing Business Success, FT Prentice Hall, London.
5. Rucci, A.J., Kirn, S.P. and Quinn, R.T. (1998), “The employee-customer profit chain at Sears”, Harvard Business Review, January/February, pp. 82-97.