Linking various disciplines and management functions, Integrated Performance Management provides the reader with a concrete framework to manage organizations successfully. The authors do not isolate a single strategy to manage performance. Instead, the book focuses on a range of strategies providing the reader with an introduction to each one.

Integrated Performance Management - Kurt Verweire and Lutgart Van der Berghe New Hype or New Paradigm?PART ONE: AN OVERVIEW OF TRADITIONAL PERFORMANCE MANAGEMENT FRAMEWORKSPerformance from a Finance Perspective - Kurt Verweire et al Shareholder Value and BeyondPerformance Management from a Control Perspective - Werner Bruggeman Introducing the Balanced ScorecardPerformance at the Operational Level - Paul Gemmel Quality- and Time-Based CompetitionManaging Risk, Managing Value - Kurt Verweire and Lutgart Van der BerghePART TWO: THE INTEGRATED PERFORMANCE MANAGEMENT FRAMEWORK: CONSTITUENT ELEMENTSPerformance Goals and the Strategy Formation Process - Kurt Verweire and Lutgart Van der BergheObtaining Better Performance through Business Process Orientation - Paul Gemmel and Ann VereeckeStrategic Informations Systems Alignment - Dirk Deschoolmesster and Oliver BraetIntegrated Performance Management through Effective Management Control - Werner BruggemanOrganizing for Performance - Marc BuelensHuman Resource Management and Integrated Performance Management - Dirk Buyens, Ans De Vos and Bart Malfliet A Mutual Relationship?The Informal Organization - Mark Buelens Leading for PerformanceStrategic Rewards and Reward Strategies - Xavier BaetenChange, Learning and Performance - Herman Van der Broeck and Steven Mestdagh Three of a Kind?Towards a More Integrated Approach of Strategic Alignment - Kurt VerweirePART THREE: ADDING A NEW DIMENSION TO INTEGRATED PERFORMANCE MANAGEMENT: INTRODUCING THE CONCEPT OF MATURITY ALIGNMENTIntroducing Maturity Alignment - Philip de Cnudde et al Basic ConceptsFinding the Optimal Maturity Level and Linking It to Performance - Bernard Hindryckx et al