Measuring corporate performance
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| 001 | MAP20071022279 | ||
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| 005 | 20080418120704.0 | ||
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| 008 | 950424e19940801gbr|||| | |00010|eng d | ||
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| 100 | 1 | $0MAPA20080092689$aBrown, Michael | |
| 245 | 1 | 0 | $aMeasuring corporate performance$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 | ||
| 650 | 1 | 1 | $0MAPA20080601645$aFinanzas corporativas |
| 650 | 1 | 1 | $0MAPA20080565206$aCorporaciones |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080568863$aEstados Unidos |
| 650 | 1 | 1 | $0MAPA20080562663$aGran Bretaña |
| 700 | 1 | $0MAPA20080169114$aLaverick, Stuart | |
| 740 | 0 | $aLong range planning | |
| 773 | 0 | $tLong range planning$dOxford [etc.]$gVol. 27, nº 4, August 1994 ; p. 89-98 |