ABSTRACT
Performance management is key to the ongoing success of any organisation, allowing it to meet its strategic objectives by designing and implementing management control systems.
This book goes beyond the usual discussion of performance management in accounting and finance, to consider strategic management, human behaviour and performance management in different countries and contexts. With a global mix of world-renowned researchers, this book systematically covers the what, the who, the where and the why of performance management and control (PMC) systems.
A comprehensive, state-of-the-art collection edited by a leading expert in the field, this book is a vital resource for all scholars, students and researchers with an interest in business, management and accounting.
TABLE OF CONTENTS
part 1|145 pages
Design of performance management and control systems
chapter 3|15 pages
Kyocera’s use of amoeba management as a performance management system
part 2|127 pages
People and management control
chapter 11|9 pages
Managing ambiguity
chapter 12|29 pages
Behavioural issues in performance-management practices
part 3|173 pages
Performance Management and Control in different contexts
chapter 18|15 pages
AirAsia
chapter 21|25 pages
In search of hospitality
chapter 23|22 pages
Performance management in the public sector
chapter 24|19 pages
Management control systems research in the public higher education sector
part 4|54 pages
PMC research