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Measuring corporate performance

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MARC record
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001  MAP20071022279
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008  950424e19940801gbr|||| | |00010|eng d
040  ‎$a‎MAP‎$b‎spa
084  ‎$a‎922.114
1001 ‎$0‎MAPA20080092689‎$a‎Brown, Michael
24510‎$a‎Measuring corporate performance‎$c‎Michael Brown and Stuart Laverick
520  ‎$a‎This article provides an overview of various measures of corporate performance that help distinguish between succesful and unsuccessful implementation of business strategy. It is divide into four sections. The first section identifies and assessed the conventional measures of performance that may be used, namely, financial, personnel and marketing measures. Next, the authors review the corporate objectives of the companies and question how conventional measures can still be utilized when the objectives are in fact changing. The third section suggests that rather than customary measures of performance there should be greater emphasis on composite measures of performance. It also identifies one unique measure of corporate performance that has gained attention in the USA and the UK. The final section looks at those areas within organizations that need addressing if a comprehensive realistic interpretation of corporate performance is to be achieved
65011‎$0‎MAPA20080601645‎$a‎Finanzas corporativas
65011‎$0‎MAPA20080565206‎$a‎Corporaciones
65011‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
65011‎$0‎MAPA20080568863‎$a‎Estados Unidos
65011‎$0‎MAPA20080562663‎$a‎Gran Bretaña
7001 ‎$0‎MAPA20080169114‎$a‎Laverick, Stuart
7400 ‎$a‎Long range planning
7730 ‎$t‎Long range planning‎$d‎Oxford [etc.]‎$g‎Vol. 27, nº 4, August 1994 ; p. 89-98