... are found in Stephenson (2010) or Lee et al. (2013) . Zach R. Whitman can be contacted at: zachary.whitman@pg.canterbury.ac.nz © Emerald Group Publishing Limited 2013 Resilience Short-form Organizational performance Quantification methodology Corporate strategy Information...

... industry Chianti Guangdong Italy China Corporate strategy This paper deals with the role of the connection between products and places of origin in overcoming the information asymmetries that characterize every transaction (and in particular “experience” and “credence” goods). Geographical...

.... Sustainable development Corporate strategy Quality indicators Performance measurement (quality) Assessment © Emerald Group Publishing Limited 2011 The publications noted above have made many important contributions. However, there are many aspects associated with updating a corporate SPMS...

... essential to companies' competitiveness (e.g. Boisot, 1998 ; Drucker, 1959 ; Grant, 1996 ; Hall, 1993 ; Itami and Roehl, 1987 ; Liebowitz, 1999 ; Teece, 2000 , 2007). © Emerald Group Publishing Limited 2010 Intellectual capital Business excellence Corporate strategy...

... has not previously been aligned with management control frameworks. © Emerald Group Publishing Limited 2010 Control Change management Management activities Corporate strategy E‐learning This paper reports the initial phase of a larger research project addressing...

... Performance measurement systems Organizations Corporate strategy Increasingly, firms are extending the reach of their business functions beyond their own core and expanding the number and scope of inter‐organizational relationships (IOR) in which they participate (Gulati and Kletter, 2005). Some...

... Corporate strategy Sustainable development Performance measures Commitments to apply the principles of sustainable development to corporations are increasingly being made. Despite a great deal of effort, many corporations have struggled to develop reliable, synthesized measures regarding corporate...

... management Corporate strategy Much has been written about the advent of global competitive factors such as advances in telecommunications technology and low‐cost logistics capabilities transforming the manner by which companies do business. The impact on organisations, as suggested by Ridderstralle...

... budgeting model. © Emerald Group Publishing Limited 2006 Financial forecasting Corporate strategy Performance management Budgetary control Managers should also learn from their forecast record and always carry out “post‐mortems” on their forecasts. The purpose is not to attribute...

... of the strategy formation function. When indicators are used to assist in the development and definition of a non‐profit organization's strategy, Kaplan and Norton have identified several problems which include the following: Balanced scorecard Performance measurement systems Corporate strategy...

... Performance management Manufacturing systems Corporate strategy Why do companies find it so difficult to implement their strategies? Weeks are spent on planning, hotel rooms off site are booked, and whole management teams are involved. So what is the result of all this activity, a beautifully...

... in the organization; provide tools and techniques and the skills necessary for effective implementation of the program; and make clear the contribution training and understanding can make to the businesses future growth and success. Performance management Performance measurement (quality) Corporate...

... 2004 Perfomance measurement (quality) Business performance Corporate strategy The past 15 years have seen significant research and development into the field of performance measurement with various models, frameworks and methodologies by practitioners, consultants and academics. Some...

... scorecard Intangible assets Performance measures Corporate strategy © Emerald Group Publishing Limited 2004 There has been an astonishing swing in the emphasis that Kaplan and Norton put on the learning and growth component in their most recent iteration of the balanced scorecard...