Measuring corporate performance

<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.loc.gov/MARC21/slim http://www.loc.gov/standards/marcxml/schema/MARC21slim.xsd">
  <record>
    <leader>00000nab a2200000 i 4500</leader>
    <controlfield tag="001">MAP20071022279</controlfield>
    <controlfield tag="003">MAP</controlfield>
    <controlfield tag="005">20080418120704.0</controlfield>
    <controlfield tag="007">hzruuu---uuuu</controlfield>
    <controlfield tag="008">950424e19940801gbr||||    | |00010|eng d</controlfield>
    <datafield tag="040" ind1=" " ind2=" ">
      <subfield code="a">MAP</subfield>
      <subfield code="b">spa</subfield>
    </datafield>
    <datafield tag="084" ind1=" " ind2=" ">
      <subfield code="a">922.114</subfield>
    </datafield>
    <datafield tag="100" ind1="1" ind2=" ">
      <subfield code="0">MAPA20080092689</subfield>
      <subfield code="a">Brown, Michael</subfield>
    </datafield>
    <datafield tag="245" ind1="1" ind2="0">
      <subfield code="a">Measuring corporate performance</subfield>
      <subfield code="c">Michael Brown and Stuart Laverick</subfield>
    </datafield>
    <datafield tag="520" ind1=" " ind2=" ">
      <subfield code="a">This 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</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080601645</subfield>
      <subfield code="a">Finanzas corporativas</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080565206</subfield>
      <subfield code="a">Corporaciones</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080606091</subfield>
      <subfield code="a">Estrategia empresarial</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080568863</subfield>
      <subfield code="a">Estados Unidos</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080562663</subfield>
      <subfield code="a">Gran Bretaña</subfield>
    </datafield>
    <datafield tag="700" ind1="1" ind2=" ">
      <subfield code="0">MAPA20080169114</subfield>
      <subfield code="a">Laverick, Stuart</subfield>
    </datafield>
    <datafield tag="740" ind1="0" ind2=" ">
      <subfield code="a">Long range planning</subfield>
    </datafield>
    <datafield tag="773" ind1="0" ind2=" ">
      <subfield code="t">Long range planning</subfield>
      <subfield code="d">Oxford [etc.]</subfield>
      <subfield code="g">Vol. 27, nº 4, August 1994 ; p. 89-98</subfield>
    </datafield>
  </record>
</collection>