How process defines performance management

International Journal of Productivity and Performance Management

Volumn 53, Issue 3, 2004, Pages 261-267

  Wilson, Andrew ^a  

^a Futurestep Ltd   (United Kingdom)

Author keywords

Balanced scorecard; Performance measures; Process analysis; United Kingdom

Indexed keywords

EID: 84986160784     PISSN: 17410401     EISSN: None     Source Type: Journal    
DOI: 10.1108/17410400410523792     Document Type: Article

References (6)

1. Campbell, A. and Young, S. (1990), Do You Need a Mission Statement?, Ashridge Strategic Management Centre, Special Report No. 1208, Economist Publications, London.
2. Eccles, R.G. and Pyburn, P.J. (1992), “Creating a comprehensive system to measure performance”, Management Accounting (US), October, pp. 41-4.
3. Kaplan, R.S. and Norton, D.P. (1992), “The balanced scorecard – measures that drive performance”, Harvard Business Review, January/February, pp. 71-9.
4. Kaydos, W. (1991), Measuring, Managing and Maximizing Performance, Productivity Press, Cambridge, MA.
5. Neely, A.D., Richards, A.H., Mills, J.F., Platts, K.W. and Bourne, M.C.S. (1997), “Designing performance measures: a structured approach”, International Journal of Production & Operations Management, Vol. 17 No. 11, pp. 1131-52.
6. Schneiderman, A.M. (1999), “Why balanced scorecards fail”, Journal of Strategic Performance Measurement, special edition, pp. 6-11.