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Book part
Publication date: 7 November 2017

Anna Pistoni and Lucrezia Songini

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Servitization Strategy and Managerial Control
Type: Book
ISBN: 978-1-78714-845-1

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Book part
Publication date: 28 October 2021

Matt Kaufman, Ella Mae Matsumura and Urban Wemmerlöv

This study examines challenges to the retrospective financial evaluation of continuous improvement (CI) activities. Through a review of the literature and active engagement with…

Abstract

This study examines challenges to the retrospective financial evaluation of continuous improvement (CI) activities. Through a review of the literature and active engagement with CI implementations, we identify several issues that may lead to divergence between operational and financial assessments. Out of this conflict emerges a set of concepts that we find important − the delineation of soft versus hard capacity benefits, the distinction between capacity used and capacity paid for, and the data gaps that relate to these benefits – and recognize operational improvement and financial improvement as distinct, yet interrelated, theoretical constructs. This study helps explain a series of persistent gaps in the management accounting literature: Conflict between operations and accounting managers, the divergent perspectives of Johnson and Kaplan after their publication of Relevance Lost (Johnson & Kaplan, 1987), and the need for both operational control (including detailed capacity control) and accounting control in CI firms. Instead of one control system being at odds with the other, or co-existing despite each other, each of these systems support a different component of the financial improvement process. Operational control systems in CI firms emphasize non-financial information and social and behavioral controls that empower decision-making by employees, while accounting control systems seek to motivate and translate operational gains into financial gains. Soft and hard benefits linked to capacity play an integral role in understanding the difference in focus of each control system, while data limitations help to explain why these systems remain loosely coupled in practice (or absent, as seems to be the case with detailed Capacity Management Systems).

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Book part
Publication date: 19 February 2021

Cidália Oliveira, Adelaide Martins, Mark Anthony Camilleri and Shital Jayantilal

There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance…

Abstract

There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance. Organizational leaders are continuously facing the challenge of communicating their strategic goals to their stakeholders. Very often, they are adopting performance management tools to meet this challenge. Consequently, this chapter explains that the Balanced Scorecard (BSC) can be used to evaluate and measure the firms’ corporate communications and their organizational performance. This tool has been widely recognized by academics and managers as it is capable of aligning organizational strategies (including their missions and visions), strategic indicators (leading and lagging indicators) and stakeholder management. A review of the relevant literature review suggests that many practitioners are becoming strategic in their corporate communications. In this light, this chapter clarifies that the BSC approach can be used to support them in their stakeholder engagement. This contribution is useful for both academics and practitioners as it aligns the corporate communication practices with organizational strategy and performance management in the digital era.

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Book part
Publication date: 23 November 2016

Hank C. Alewine and Timothy C. Miller

This study explores how balanced scorecard format and reputation from environmental performances interact to influence performance evaluations.

Abstract

Purpose

This study explores how balanced scorecard format and reputation from environmental performances interact to influence performance evaluations.

Methodology/approach

Two general options exist for inserting environmental measures into a scorecard: embedded among the four traditional perspectives or grouped in a fifth perspective. Prior balanced scorecard research also assumes negative past environmental performances. In such settings, and when low management communication levels exist on the importance of environmental strategic objectives (a common practitioner scenario), environmental measures receive less decision weight when they are grouped in a fifth scorecard perspective. However, a positive environmental reputation would generate loss aversion concerns with reputation, leading to more decision weight given to environmental measures. Participants (N=138) evaluated performances with scorecards in an experimental design that manipulates scorecard format (four, five-perspectives) and past environmental performance operationalizing reputation (positive, negative).

Findings

The environmental reputation valence’s impact is more (less) pronounced when environmental measures are grouped (embedded) in a fifth perspective (among the four traditional perspectives), when the environmental feature of the measures is more (less) salient.

Research limitations/implications

Findings provide the literature with original empirical results that support the popular, but often anecdotal, position of advocating a fifth perspective for environmental measures to help emphasize and promote environmental stewardship within an entity when common low management communication levels exist. Specifically, when positive past environmental performances exist, entities may choose to group environmental performance measures together in a fifth scorecard perspective without risking those measures receiving the discounted decision weight indicated in prior studies.

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Book part
Publication date: 8 April 2005

Petri Suomala

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is…

Abstract

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

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Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Book part
Publication date: 16 February 2024

Maria Palazzo

The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address…

Abstract

The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address the needs of key stakeholders. As circumstances change, boundaries are often replaced by the relationships between companies and the communities they serve. Consequently, strategy has become a central aspect of sustainable leadership and the foundation for implementing strategic management in a dynamic system of relationships. Every company is born and grows within social and economic ecosystems. Drawing on the metaphor of biology, ecosystems are described as dynamic interconnections among various elements that influence and foster entrepreneurship. Interconnections between players (such as marketplaces, organisations, governments, and universities) create a flow of expertise, abilities, knowledge, experience, and tangible resources. Economic and social ecosystems involve various actors and components that continuously coexist and interact, leading to the creation of numerous mutual relationships. Consequently, it is crucial for managers to gain a comprehensive understanding of the internal and external environments. Various decision-making tools and strategies can be used to achieve this goal. These tools were developed to assist managers, researchers, and consultants in making informed decisions under complex scenarios. This chapter presents several decision-making strategies and tools, including the Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, Balanced Scorecard (BSC), PEST, PESTEL analysis, and SWOT analysis.

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Rethinking Decision-Making Strategies and Tools: Emerging Research and Opportunities
Type: Book
ISBN: 978-1-83797-205-0

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Article
Publication date: 1 January 1997

ROBIN ROSLENDER

Accounting for the worth of employees continues to attract the attention of accounting scholars. After more than thirty years of interest in the topic, however, comparatively…

440

Abstract

Accounting for the worth of employees continues to attract the attention of accounting scholars. After more than thirty years of interest in the topic, however, comparatively little progress has been made in responding to the challenge of taking humans into account. A major reason for this may be that accounting for the worth of employees has hitherto been too closely bound up with the problematics of financial accounting and financial reporting. This has resulted in the widespread practice of conceptualising employee worth in terms of the hard accounting numbers normally associated with the discipline. Drawing on recent developments in the fields of both accounting for strategic positioning and critical accounting, this paper explores the promise which the emergence of a concern with the provision of soft(er) accounting information holds for any future attempts to account for employee worth.

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Journal of Human Resource Costing & Accounting, vol. 2 no. 1
Type: Research Article
ISSN: 1401-338X

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Book part
Publication date: 26 November 2021

Yu-Jen Chiang

This research is apt to glean the underlying relationships between the perceived restorativeness (PR) and environmentally responsible behaviors (ERBs) transpiring in rice fields…

Abstract

This research is apt to glean the underlying relationships between the perceived restorativeness (PR) and environmentally responsible behaviors (ERBs) transpiring in rice fields. The study site, the Xinkaiyuan Laotian District Cultural Landscape in Eastern Taiwan, has gained its popularity due to its romantic, idyllic setting as a rice field close to Pacific Ocean. The study deploys a questionnaire survey which collects 301 valid questionnaires. For the data analysis, it uses structural equation modeling to test study hypotheses. The study reveals that the compatibility dimension of PR has a significant effect on the general behavior and specific behavior of ERB. However, the other restorativeness dimensions entailing being away, fascination, and coherence show no significant effect. Thus, the ERB is mainly influenced by the respondent's compatibility rather than fascination toward a nature environment. In the concluding section, this study furnishes theoretical and practical implications along with suggestions for future research.

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Article
Publication date: 1 March 2005

Beverley R Lord, Yvonne P Shanahan and Michelle J Gage

The Balanced Scorecard (BSC), first introduced by Kaplan and Norton in 1992, is described as a comprehensive performance measurement system as well as a strategic management tool…

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Abstract

The Balanced Scorecard (BSC), first introduced by Kaplan and Norton in 1992, is described as a comprehensive performance measurement system as well as a strategic management tool. Over the past decade, the BSC has attracted increasing attention in mainstream management accounting research. A review of the literature identifies five main areas of criticism relating to the BSC. Using particularly Nørreklit’s (2000, 2003) criticisms of the BSC’s assumptions, this research gained views (using both a pilot and follow up survey of New Zealand companies) on the number and titles of perspectives in the BSC; the existence and understanding of cause‐and‐effect relationships; whether or not the BSC was perceived as a strategic control model; the number of performance measures and perceptions of the ability to judge performance based on those measures; and the credibility and effectiveness of the BSC as a management solution. The findings show that the BSC is not used extensively by the firms studied but those that do use it take full advantage of the BSC’s flexibility, using broader perspective names, as needed, to incorporate the desired aspects of organisational performance. There appears to be no concern over whether the cause‐and‐effect relationships meet a set of academic criteria relating to empirical verification and logical independence. However, Nørreklit’s (2000) criticism that the BSC fails to increase strategy awareness finds some support. The findings also contradict the suggestion that the BSC necessitates an excessive number of performance measures which could be detrimental to managerial performance evaluation. Finally, the criticism that the BSC is merely a trend, popularised by management consulting firms, is also not supported.

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Pacific Accounting Review, vol. 17 no. 1
Type: Research Article
ISSN: 0114-0582

Keywords

Abstract

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Functional Structure and Approximation in Econometrics
Type: Book
ISBN: 978-0-44450-861-4

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