Results 211 to 220 of about 746,562 (257)

Linking environmental uncertainty to non-financial performance measures and performance: a research note [PDF]

British Accounting Review, 2005
Abstract Several previous research studies have reported mixed results concerning the direct association between non-financial performance measures and performance. The presence of environmental uncertainty on this relationship has not been established.
Zahirul Hoque
exaly   +2 more sources

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Lean manufacturing, non‐financial performance measures, and financial performance

International Journal of Operations and Production Management, 2009
PurposeThe purpose of this paper is to examine how utilization of non‐financial manufacturing performance (NFMP) measures impacts the lean manufacturing/financial performance relationship.Design/methodology/approachA structural equation model (SEM) is estimated using data provided by 121 US manufacturing executives.
Rosemary R. Fullerton, William F. Wempe
exaly   +2 more sources

Non-financial performance measurement in manufacturing companies

British Accounting Review, 2005
Abstract The contemporary manufacturing environment is characterised by increased worker responsibility coupled with the measurement and reporting of numerous aspects of performance. At shop-floor level much of this performance measurement and reporting is non-financial.
Robert Luther, Ahmed Abdel-Maksoud
exaly   +3 more sources

Influence of strategic approach to BPM on financial and non‐financial performance

Baltic Journal of Management, 2012
PurposeThe purpose of this paper is to examine the way strategic approach to business process management (BPM) impacts organizational performance, both its financial and non‐financial aspects, using empirical data from Croatian firms. The impact of strategic approach to BPM on process performance measurement (PPM) is examined as well.Design/methodology/
Vesna Bosilj Vukšić, Tomislav Hernaus, Mirjana Pejic Bach   +2 more
exaly   +3 more sources

The Influence of Knowledge Management on Financial and Non-Financial Performance [PDF]

Journal of Information & Knowledge Management, 2015
The primary aim of this study is to determine critical factors of knowledge management (KM) and to measure their effect on organisational performance. The design of the study is based on a survey composed of questions related to the KM processes. Following refinement and retesting the initial questionnaire development, the final questionnaire was ...
Asil Oztekin, Dursun Delen, Halil Zaim, Ali Turkyilmaz, Selim Zaim   +4 more
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Measures that matter: Non‐financial performance

Strategy & Leadership, 1998
Top management routinely accuses the investment community of being too “short‐term, bottom‐line‐oriented” in its assessments of share value. The difficulty of making strategic investments in such an environment is widely bemoaned. A new study by the Ernst & Young Center for Business Innovation, however, yields a surprising finding: major investors'
Jonathan Low, Tony Siesfeld
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Performance measurement of networks: towards a non-financial approach

International Journal of Networking and Virtual Organisations, 2006
This paper suggests that a holistic network-level Performance Measurement (PM) system could be used to control the business process and to guide the actors in networks to pursue common targets of the network. However, in the current literature, empirical evidence on network-wide PM seems to be limited to financial measures.
Lönnqvist, Antti, Kulmala, Harri
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Non-financial e-procurement performance measures

International Journal of Productivity and Performance Management, 2020
PurposeThe purpose of this research paper is to identify the non-financial e-procurement performance measures and find out whether these non-financial performance measures are leading indicator of impact on firm financial performance by adoption of e-procurement in terms of reduction in production cost.Design/methodology/approachThe research model has ...
Nripendra Kumar, Kunal K. Ganguly
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Frontiers of Non-Financial Performance Reporting in New Zealand

Australian Accounting Review, 2001
In 1989, legislation in New Zealand introduced requirements for non‐financial performance information in the public sector to be reported and audited. This paper describes the initial responses of the Institute of Chartered Accountants of New Zealand and the Audit Office to this challenge and examines their further development following a decade of ...
Ann Neale, June Pallot
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