Perf Meas Manag Cont Smfa12h

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Table of Contents

List of Contributors
Pt. I A New Direction in Management Control and Performance Evaluation
Measuring the Payoffs of Corporate Actions: The Use of Financial and Non-Financial Indicators 3
Management Control: Toward a New Paradigm? 15
Pt. II Management Control in Large Organizations
Linking Strategic Choices and Management Accounting Systems Scope: An Empirical Analysis 49
The Role of Transfer Pricing for Management Control in Multinational Enterprises 61
The Role of Accounting When Employees Participate in Decision-Making 85
Performance Metrics, Parenting Style and Control: A Study of MNC Subsidiaries in Four Countries 109
Pt. III Balanced Scorecard and Performance Measurement
Strategic Management and Management Control: Designing a New Theoretical Framework 131
Implementation of Performance Measurement: A Comparative Study of French and German Organizations 159
The Role of Balanced Scorecard in Manufacturing: A Tool for Strategically Aligned Work on Continuous Improvements in Production Teams? 181
The Balanced Scorecard in Hospitals: Performance Measurement as a Driver of Change: A Case Study 209
Balanced Scorecards in Healthcare: Experiences from Trials with Balanced Scorecards in Five County Councils 235
Pt. IV Performance Measurement and Reporting
The Design of Performance Measurement Systems for Internet "Pure Plays": Is a New Paradigm Really Needed? 273
The Dichotomy Between Internal and External Social Performance Measures 299
Pt. V Drivers of Performance, Risk and Financial Analysis
Drivers of the Performance of Chinese Investment Funds - An Empirical Study Involving Fourteen Chinese Investment Funds and Thirty American Mutual Funds 315
Strategy and Financial Ratio Performance 341
How do Venture Capitalists Handle Risk in High-Technology Ventures? 361
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