News and events
News and events
Announcement
Cranfield launches the MSc in Managing Organisational Performance (Modular)– Increasing Organisational Performance Capabilities:
A two year, modular programme designed to give mid-career individuals the knowledge, skills, confidence and experience necessary for performance management roles (Professor Andy Neely – Centre for Business Performance).
The programme provides practical and thorough research-grounded knowledge of planning performance outcomes, managing performance, measuring performance and reviewing performance.
The short, formal periods of learning offered by the modular approach (eight one week residential modules) together with extensive individual and team project work within organisations will be attractive to both prospective students and their potential sponsors.
For more information visit: www.cranfield.ac.uk/som/cbp/cbpmsc.asp
ACADEMIC CONFERENCES AND WORKSHOPSEDEN Doctoral Seminar on Competitive Strategy – An Economic Approach
Dates and location: 19-23 February 2007, Fontainebleau
For participants coming from economics departments, the seminar will make them aware of the research opportunities in the broad field of business strategy, a field which is fundamentally concerned with the sources of superior performance among competing firms. Strategy as a field is traditionally closer to phenomena than economics, in part due to the tradition of teaching and writing case studies, and this can be a source of research ideas for those working in the field of industrial organization. A side benefit of the seminar is that participants will be better able to teach strategy courses such as electives on competitive strategy analysis and core courses on business-level strategy.
For participants coming from strategy departments, the seminar will provide them with the current state of the art in the economics of strategy. There is an increasing openness to modern economic approaches in the mainstream strategy journals, and this course is designed to make participants better able to take advantage of research opportunities lying at the intersection of strategy and economics.
The seminar covers a wide variety of specific topics including the sustainability of competitive advantage, the resource-based view of strategy,the concepts of value creation and value capture, strategic complements vs. substitutes, product positioning, multi-market contact and other determinants of the extent of rivalry, the incentives for innovation, and competing with business models.
For further information visit: www.eiasm.org
EDEN Doctoral Seminar in Case-based Research in Management Accounting
Dates and location: 10-14 April 2007, Brussels
This EDEN course for doctoral students deals with issues around conducting case research in management accounting. As this mode of research is nowadays increasingly applied in management accounting studies, particularly in Europe,there is a need to probe into its fundamentals. Regarding them, a series of questions can be raised, for instance the following: What is the role of case research in management accounting? What kind of knowledge can be produced by case research? What abilities should a researcher have when conducting case research? How to actually conduct case research? How to evaluate the outcomes of case research?
In this EDEN seminar, these and other key questions around case-based research in management accounting will be raised and tackled, under the guidance of the international faculty of management accounting focused scholars, having wide experience in conducting and publishing case-based research. The purpose of the course is both to enhance its participants’ awareness of the various opportunities which open when selecting to conduct case research in management accounting and the necessary skills one has to develop in order to be able to seize them.
Case-based research is a many-sided phenomenon – it is not just one single way of conducting empirical research directly in the practical field and with a small number of research subjects. Consequently, a wide range of issues will be addressed during the course, including the methodological foundations of case research, different types of case research, aspects of field-work, analysis of empirical evidence, theory connections of case research, ethics and politics of case research, writing the report, and publication considerations. The course will explore the various aspects of case-based research with the help of pre-readings, lectures, and discussions.
For further information visit: www.eiasm.org
MAR 2008 – Cost and Performance in Services and Operations
Date and location: 18-20 June 2007 Trento (Italy)
MAR is a biannual conference at which worldwide scholars, researchers and practitioners debate on cost and performance management in a wide range of business organizations, both in manufacturing and service.
The Trento 2007 seminar continues and evolves the themes established in the seminars held in Eindhoven (1993), Bruges (1995), Edinburgh (1997) Kolding(1999), Pisa (2001), Twente (2003) and Tampere (2005).
MAR conferences address issues like the adoption of a process based approach of management, the biases in decision making originated by particular cost techniques in manufacturing and service, the application value chain analysis and product and process design. Moreover, the interlink between implementation and design and the relevance to knowledge of business experience have always been perceived as crucial.
The 8th EIASM MAR aims at broadening the mission of the conference including emerging issues such as relations between costing, performance management and managerial behaviour.
The conference is jointly organized by EIASM & University of Trento,Department of Information System & Management (DISA).
Call for papers
The conference will include all types of research pertinent to the conference title:
Cost management beyond organizational boundaries.
Target costing in new product development and supply chain management.
Customer-focussed cost and profitability, revenue driver analysis,promotional effectiveness, and other approaches to integrate accounting information and marketing.
Operational and structural cost drivers.
Design and implementation of new accounting techniques.
Decision-making support in innovative manufacturing and service contexts.
Flexibility, innovation and management control.
The impact of technological change to cost management.
Cost management, quality management and business process re-engineering.
Performance management in operations, distribution, NPD, marketing, sales,retail.
The impact of cultural framework in managing cost and performance.
Capital budgeting for advanced manufacturing technology.
ERP systems, business intelligence and accounting information systems.
Changes in the role of management accountants.
Product and service complexity and implications for cost management.
Cognitive biases, cost information and managerial behaviour.
Those who are interested in presenting a paper should submit a 500 words abstract by 1 March 2007.
For further information visit: www.eiasm.org
9th World Congress on Intellectual Capital and Innovation
Dates: 24-26 January 2007Theme: Intellectual Capital & Innovation
Three tracks:
- 1.
academic;
- 2.
PhD student;
- 3.
practitioner.
The 9th World Congress on Intellectual Capital and Innovation is jointly sponsored by the Management of Innovation and New Technology (MINT) Research Centre and the DeGroote School of Business, McMaster University. This event will be held 24-26 January 2007 in Hamilton, Ontario, Canada.
This is the 9th World Congress to focus on intellectual capital and innovation. The event is recognized globally as the largest and most prestigious conference of its kind. It brings both academic researchers and students together to present, discuss and review the latest issues and trends in the areas of:
intellectual capital;
innovation;
knowledge management;
new technology;
intangible assets;
human capital;
organizational learning; and
knowledge-based view/theory.
For further information visit: http://www.worldcongress.mcmaster.ca
1st World Congress on Strategic Business Valuation
Dates: 24-26 January 2007Theme: Strategic Business Valuation
Three tracks:
- 1.
academic;
- 2.
PhD student; and
- 3.
practitioner.
The World Congress is jointly sponsored by the Management of Innovation and New Technology (MINT) Research Centre, the Directors College and the DeGroote School of Business, McMaster University. This event will be held 24-26 January 2007 in Hamilton, Ontario, Canada.
The World Congress is recognized globally as the largest and most prestigious conference of its kind. It brings together academic researchers, practitioners and students to present, discuss and review the latest issues and trends in each of the Congress themes. The Strategic Business Valuation theme (new to this year’s Congress) focuses on the creation of value in an enterprise. We strongly encourage academics, PhD students and practitioners to submit papers for presentation in the areas of traditional business valuation issues for tangible and intangible assets as well as new approaches to include valuation of:
the development of human capital;
product development and innovation;
brand development;
corporate reputation;
customer development;
corporate social responsibility; and
leadership and crisis management.
For further information visit: http://worldcongress.mcmaster.cahttp://worldcongress.mcmaster.ca
Annual Meeting of the International Association for Business & Society
Dates and locations: 31 May-3 June 2007, Villa La Pietra, Florence, Italy
Call for proposals
The International Association for Business and Society (IABS) will hold its 2007 annual conference at Villa La Pietra in Florence, Italy. Named after the stone pillar indicating one Roman mile along Via Bolognese from the city gate,the Villa offers a majestic view of the city centre. For many centuries it was the home of prominent Florentine families.
The theme of the conference is advising practitioners. This is inspired by one of Florence’s most famous sons, Niccoló Machiavelli, who lived and worked here from 1469-1527. Machiavelli has been characterized as arguably the most political of all great political thinkers (Pitkin, 1984). He had an acute insight into the nature of politics, yet he was never in a position to exercise formal political power. The only way for him to actually exercise influence was through his advice to the rulers of his times, as he attempted in The prince,the famous treatise on statecraft he wrote for Lorenzo de’ Medici in 1513. But the fragility of his enterprise is illustrated by the fact that by then he had already fallen into disgrace and saw himself forced to retire to his family estate.
Business & Society scholars typically also find themselves in the role of advisor to practitioners. As academics they often have advanced insights but in order to apply these they need to be made available to practitioners in one way or the other.
IABS, a learned society devoted to research and teaching in the area of business, government, and society, is also a collegial community. Founded in 1990, it has more than 300 members worldwide. Its research domain covers the various aspects of the interface between business and the socio-political dynamics of its environment. Topics include stakeholder theory, corporate social responsibility and performance, business ethics, environmental affairs, business and government relations, corporate governance, and cross-cultural issues. IABS also sponsors a highly ranked, widely indexed journal, Business & Society,the only peer-reviewed scholarly journal devoted entirely to research into and analysis of the relationships between business and society.
We invite a variety of formats:
Discussion session – a short, informal presentation of research idea intended to solicit constructive feedback.
Workshop session – a working meeting to address a specific research or teaching challenge.
Symposium – presentations related to a well defined theme.
Paper session – a formal summary presentation of completed conceptual or empirical papers.
Abstracts, 3-5 pages double spaced, should fully describe the objectives and scope of your research. All conference proposals will be subjected to a blind review process. Each submission should include a cover sheet with author information (name, address, phone, fax, e-mail); corresponding author; and intended session format (discussion, workshop, paper, or symposium). Submission of an abstract for review constitutes a commitment that one paper author or all panelists or symposium members will attend the conference if the submission is accepted.
E-mail one copy or mail five copies of proposals for consideration by 1 December, 2006, to: Ben Wempe, IABS 2007 Program Chair, RSM Erasmus University,Department of Business – Society Management, Room T7-13, P.O Box 1738,3000 DR Rotterdam, The Netherlands. Tel: ++31-(0)10-4082435; E-mail: iabs2007@rsm.nl
14th International Annual EurOMA Conference
Dates and location: 17-20 June 2007, Ankara, Turkey
Papers on all topics related to the research, practice and teaching of operations management are invited. The following conference tracks are envisaged:
environmental management;
global operations and supply chains;
international operations management;
logistics and physical distribution;
new product development;
operations strategy;
operations and supply chain performance management;
operations planning and control;
production and manufacturing management;
service operations management;
supply chain management;
teaching issues in operations management;
technology management; and
quality management.
Submission of extended abstracts 7 January 2007
For further information visit: www.euroma2007.org
4th Conference on Performance Measurement and Management Control – Measuring and Rewarding Performance
Dates and location: 26, 27-28 September 2007, Nice, France
The third edition of the EIASM conference on performance measurement and management control was a great success. Over 180 scholars participated in the conference (+59 per cent), 108 papers were presented (+96 per cent), some of which later appeared in a book published by JAI Press (Elsevier Science) in the USA and Europe. In light of the success of this third edition and to continue to explore and exchange on these issues, a fourth conference will take place in 2007.
As in 2003, the 2007 edition will be focused broadly on “performance measurement and management control”. But we also want to give this fourth edition a particular focus on the critical issues related to the measurement,evaluation and reward of performance, defined broadly.
This conference will provide a full exploration of the current research on these topics, as well as an opportunity to discuss current research, current corporate practice and future trends in research and practice. The two invited speakers will present their most recent work on management control and performance measurement. This will include an update on the current research in the field and extensive discussion of business practices and trends in these areas.
The first day (26 September) will be reserved for the presentations of early works and papers from emerging scholars in order to facilitate more discussions on them.
Call for papers
Research papers using a variety of theoretical and methodological approaches are invited on any topic related to the general theme of performance measurement and management control.
Of particular interest for this edition of the conference will be papers addressing issues related to the measurement, evaluation and reward of performance. The link between performance measures and rewards can be examined from several angles, including the balanced scorecard, other performance measurement and strategic management systems in different types of organization and sector (including public sector), and at various organizational levels(including the corporation, strategic business unit, functions, teams, and individuals). It would particularly address some of the following issues and questions:
- 1.
What are the links between these levels and how important is it that there is a link?
- 2.
Do performance measures need to be tied to rewards?
- 3.
Do performance measures play (or need to play) different roles:
- 4.
in the attribution of different types of rewards (e.g. manager consideration, salary increase, promotion, bonus)?
at different hierarchical levels?
across industries, types of business, organizational strategy, etc?
- 5.
What are the pros and cons of relative performance evaluation systems?
- 6.
When is it desirable to hold employees accountable for actions over which they have limited or no control?
- 7.
How important is the performance measurement system in driving superior performance?
Those who want to present a paper at the conference should submit an abstract in English (approximately 300 words) by January 31st, 2007http://www.eiasm.org
COURSESBalanced Scorecard, Strategy Maps and Strategic Performance Management – An Introduction to these Management Tools
This workshop is designed to explain the background, rationale and benefit of the balanced scorecard and will be an introduction to this popular management tool. Participants will learn about the four perspectives of the balanced scorecard:
- 1.
financial perspective;
- 2.
customer perspective;
- 3.
internal processes perspective; and
- 4.
innovation and learning perspective plus case studies.
For further information visit: www.unicom.co.uk
Balanced Scorecard, Strategy Maps and Strategic Performance Management – Advanced Organisational Cascade
This workshop will cover:
The state of the art thinking in score-carding, strategy mapping, and strategic performance management.
How to implement and cascade scorecards and strategy maps organisation-wide.
How to maximise the benefit of performance measurement.
How to overcome organisational barriers.
How to create a performance driven culture and an enabled learning environment.
The role of automation in the organisational cascade.
Date and location: Thursday, 14 December 2006 London
For further information visit: http://www.unicom.co.uk
Benefit Realisation Management – A Vehicle for Transformational Change
Benefits Management is an approach to managing organisational change that maximises the realisation of benefits. It is more than a methodology for justifying investments and more than a mechanism for benefit measurement.
Date and location: Tuesday, 5 December 2006 London
For further information visit: http://www.unicom.co.uk
Understanding Six Sigma: A Toolkit for Continual Improvement
Six sigma is a business method for improving quality by removing defects and their causes in the business process. This workshop introduces the key principles and methodologies, aligning them to overall business strategy and goals, and shows how to implement Six Sigma to accelerate improvement.
For further information visit: www.unicom.co.uk
Balanced Scorecard for Project Managers
This course outlines how the balanced scorecard – one of the most influential business tools – can be used to help project managers in their endeavour to deliver real value to the organisation. Such a tool helps us to clearly define project objectives and enables us to gauge our progress compared to our plans. Without a performance management and performance measurement system it is impossible to address these fundamental issues.
Date and location: Thursday, 7 December 2006 London
For further information visit: www.unicom.co.uk
Strategic Planning Tools, Techniques and Implementation
This seminar covers the application of tools and techniques to help implement your firm’s strategy defining external and internal influences on strategy to ensuring alignment during implementation.
Dates and location: 7-8 December, 2006, New York, NY; 17-18 May, 2007, Chicago, IL; 7-8 June, 2007 New York, NY
For more information visit: www.amanet.org/seminars/seminar.cfm?ID=1526&Cat=200&org=Sem
Performance Management: Strategy, Design and Implementation
This course presents the key concepts associated with measuring and rewarding performance at the organization-wide, group and individual levels. Issues addressed include: organizational performance planning, business strategy, the performance management system and process, measurement, individual motivation and the link between rewards and performance.
Dates and location: 4-5 December 2006, New York, NY; 21-22 February 2007, New York, NY; 18-19 April 2007, Chicago, IL; 4-5 June 2007, Boston, MA; 18-19 June 2007, San Francisco, CA
For more information visit:
Managing Supplier Performance: Measurement, Certification and Quality Improvement
Learn to effectively managing suppliers in order to save money, avoid risks,enhance operations – and thrive in today’s business environment.
Dates and location: 15-16 March 2007, Las Vegas, NV; 26-27 April 2007, New York, NY; 21-22 May 2007, Atlanta, GA; 1-2 October 2007, Las Vegas, NV
For more information visit:
The Balanced Scorecard Institute – Training Seminars and Workshops
These interactive professional courses are updated regularly to include the latest best practices and ideas. Each course includes a seminar on our award-winning balanced scorecard/performance measurement methodology with a 200-page workbook, case studies, exercises, international best practices,small-group scorecard and measures development, and expert lectures. They also include practical workshops which allow you to focus directly on your own current project.
For further information visit: www.balancedscorecard.org/training
Performance Measurement: Beyond the Balanced Scorecard
Dates and location: 19-21 February, 2007+28 June 2007, 25-27 June 2007+11 October 2007, 8-10 October 2007+6 March 2008, Cranfield School of Management, Cranfield UK
This programme is for those planning to redesign or upgrade their performance measurement system. From design of scorecards to implementation and use of the measures, the programme uses practical tools and techniques which participants can take away and use to manage their own businesses. A key theme underpinning the programme, is that the power of measurement lies in the fact that it allows managers to do much more than simply track progress. By the end of the programme delegates have developed and reviewed personal action plans to improve the measurement systems used in their own organisations.
For further information visit: www.cranfield.ac.uk/som/cbp
Key Skills of Organisational Performance Management
Cranfield School of Management, Cranfield, UK
The Centre for Business Performance has developed a suite of programmes that takes participants through the key skills needed to create, manage and maximise a performance measurement system: Design, Implement, Use and Improve. This programme is made up of five days as per the model below.
Delegates have the flexibility to book any module they require on a stand alone basis as individual units are useful in themselves, or for those wishing to attend the whole programme can book the five core units in one consecutive week or in modular blocks.
The core units are:
- 1.
Strategy and success maps – 4 December 2006, 23 April 2007 and 3 December 2007.
- 2.
Designing appropriate performance measures – 5 December 2006,24 April 2007 and 4 December 2007.
- 3.
Managing the performance review process – 6 December 2006, 25 April 2007 and 5 December 2007.
- 4.
Planning and managing action – 7 December 2006, 26 April 2007 and 6 December 2007.
- 5.
Performance improvement tools – 8 December 2006, 27 April 2007 and 7 December 2007.
For further information visit: www.som.cranfield.ac.uk/som/research/centres/cbp/courses/courses.asp
Service Performance: Strategies for Success
Dates and location: 20-22 March 2007, 25-27 September 2007, Cranfield School of Management
This programme is focused on the successful implementation of effective strategies to meet the ever changing and increasing demands for higher service quality levels, greater customer responsiveness, and increased productivity. We examine the benefits of greater customer focus while understanding how to overcome potential barriers in developing it. By the end of the programme participants will be able to develop the framework of a cohesive action plan to apply to their own organisation, with a clear understanding of the challenges of leading the change process involved.
For further information visit: http://www.cranfield.ac.uk/som
Performance at the Limit
Dates and location: 14-15 May 2007, 5-6 November 2007, Cranfield School of Management
The connection between performance and all the elements of the organisation is fundamental to success. This programme uses engaging and novel ways to capture your imagination. Discover the skills used by highly successful teams from the competitive world of motor sport and apply them to your own organisation.
For further information visit: http://www.cranfield.ac.uk/som
