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Integrating Strategy with Performance Measures

Integrating Strategy with Performance Measures Hints that performance measurement systems are inaccurate in that what is measured is often not done. Suggests changing plans of measurement can often defeat their achievement; and addresses the problem of devising cost‐effective measurement systems which measure the correct items and minimize any disastrous consequences. Highlights some of these disasters with examples of unintended side effects. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Development Review Emerald Publishing

Integrating Strategy with Performance Measures

Management Development Review , Volume 7 (6): 3 – Dec 1, 1994

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0962-2519
DOI
10.1108/09622519410771745
Publisher site
See Article on Publisher Site

Abstract

Hints that performance measurement systems are inaccurate in that what is measured is often not done. Suggests changing plans of measurement can often defeat their achievement; and addresses the problem of devising cost‐effective measurement systems which measure the correct items and minimize any disastrous consequences. Highlights some of these disasters with examples of unintended side effects.

Journal

Management Development ReviewEmerald Publishing

Published: Dec 1, 1994

Keywords: Cost effectiveness; Managers; Performance management; Rewards; Strategic planning; Top management

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