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Performance measurement and management control : behavioral implications and human actions / edited by Antonio Davila, University of Navarra, Spain ; Marc J. Epstein, Rice University, TX, USA ; Jean-Francois Manzoni, INSEAD Chaired Professor of Leadership and Organisational Development, Singapore.
Material type:
TextSeries: Studies in managerial and financial accounting ; volume 28Publication details: Bingley : Emerald, 2014Description: 363 p. : illISBN: - 9781783503773
- HF5549.5 P35 2014
English Books
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English Books
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MATRIX Library General Eng/FL.3 | General Books | HF5549.5 P35 2014 (Browse shelf(Opens below)) | C.1 | Available | 1000365862 |
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| HF5549.5 L366 M 2016 Manager onboarding : | 5 steps for setting new leaders up for success / | HF5549.5 L567 C 2010 Coaching models : | a cultural perspective : a guide to model development for practitioners and students of coaching / | HF5549.5 L989 E 2008 The EQ interview : | finding employees with high emotional intelligence / | HF5549.5 P35 2014 Performance measurement and management control : | behavioral implications and human actions / | HF5549.5 R438 1993 The Return of the mentor : | strategies for workplace learning / | HF5549.5 R817 E 2009 The employer brand : | keeping faith with the deal / | HF5549.5 T237 T 2009 The trouble with HR : | an insider's guide to finding and keeping the best talent / |
HKBU library
YT2025 M08
This new volume contains selected papers that were presented at the 2013 conference on performance measurement and management control focusing on behavioral implications and human actions associated with the use of performance measurement and management control systems. These systems do not work in a vacuum, rather they guide and motivate how people in organizations and markets behave. The intersection between management tools and human action is a central aspect in these research fields. Yet, multiple variables impact the result of certain designs on the behavior of people. The volume presents issues such as national culture, organizational culture, strategy, technology, partnerships and joint ventures, and the presence of other management systems. The editors hope this book will continue the search for additional understanding and development in performance measurement and management control, and provide guidance for both academic researchers and managers as they work toward improving organizations. --Provided by publisher.
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