Contains a compendium of some of the papers presented at a workshop on Performance Measurement and Management Control: Superior Organizational Performance in September, 2003. The contents of this book represent a collection of research in management control and performance measurement and provide a contribution to the literature in the area.

List of Contributors. Introduction. Preface. Part I. Improving Organizational Performance. The Drivers and Measures of Success in High Performance Organizations. (M. J. Epstein). From High Performance Organizations to an Organizational Excellence Framework. (J-F. Manzoni). Part II: Drivers of Superior Financial Performance. Determinants of Performance Measurement System Design and Corporate Financial Performance. (A. Rejc, S. Slapnicar). Social Practices and Corporate Performance. (C. Decock Good, L. Georges). Competitive Strategies, Salespeople Control and Salesforce Performance. (P-A. Sprimont). Strategy and Integrated Financial Ratio Performance Measures: Empirical Evidence of the Financial Performance Scorecard and High Performance Companies. )B. E. Needles et al.). Part III: Developing Improved Performance Measures. Supply Chain Performance Measurement A Transaction Cost Theory and Value-Based Approach. (P. Harvath, K. Moeller). Performance Measurement in French Companies: An Empirical Study. (P-L. Bescos, E. Cauvin). Multifaceted New Product Development Performance: Survey of Utilization of Performance Measures in Finnish Industry. (P. Suomala). The Effects of Multiple Measures-Based Performance Evaluation on Managers Performance: The Role of Procedural Fairness and Interpersonal Trust. (M. Sholihin et al.). Part IV: Balanced Scorecard Implementations. Technical and Organizational Barriers Hindering the Implementation of a Balanced Scorecard: The Case of a European Space Company. (F. Oriot, E. Misiaszek). The Structure of Balanced Scorecards: Empirical Evidence from Norwegian Manufacturing Industry. (J. I. Stemsrudhagen). Bonus and Penalty Contract Acceptance in a Balanced Scorecard Environment: A Case Study. (P. van de Weghe, W. Bruggeman). Part V: Measuring and Improving Performance in Non-Profit Organizations. Performance Measurement in Non-Profit Organizations: How To Link Theory and Reality? (L. Emanuele et al.). The Stair: A Duel Core Model for Changing Public Sector Performance. (M. Zeppou, T. Sotirakou). The Adoption of the Balanced Scorecard in Government-Owned Corporations. (S. S. Kalagnanam). Management Accounting in Public and Private Hospitals: A Comparative Study (L-G. Aidemark, L. Lindkvist).