Strategic Performance Management : Accounting for Organizational Control, 2E

Effective performance management is core to successful organizations. The new edition continues to look at performance management as an interdisciplinary field of study and practice and draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting.

The book provides a contemporary examination of theories, issues, and practices related to performance management with an original performance management framework, grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and students. The updated edition also examines organizations’ evolving use of digital business transformation and the effect on performance management design.

With updated cases, the latest edition will help readers to gain insights into the fields of strategic management, organizational behaviour, organizational theory, and management accounting and how they contribute to the study and practice of performance management.

Table Of Contents

1. Performance Management: An Introduction PART 1 Performance Management Beginnings 2. What is Performance Management? 3. The Rise of Performance Management 4. Theory and Performance Management PART 2 Organizational Strategy 5. Organizational Goals and Objectives 6. Business Ethics as an Element of Organizational Strategy 7. Introduction to Organizational Strategy 8. Competitive Strategy 9. Digital Business Transformation: Connections to Competitive Strategy PART 3 Levers of Control 10. Organizational Structure 11. Operating Systems, Processes and Procedures 12. Organizational Culture PART 4 Contingent Factors 13. Internal Environment  14. External Environment  15. Conclusion