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Management by objectives and the Balanced Scorecard: will Rome fall again?

Dinesh, David; Palmer, Elaine - In: Management Decision 36 (1998) 6, pp. 363-369

Drucker introduced management by objectives (MBO) in the late 1950s. Kaplan and Norton introduced the Balanced … Scorecard in the early 1990s. MBO and the Balanced Scorecard are management systems that align tangible objectives with an … organisation’s vision. This article compares and contrasts the two management systems. The examination concludes that the …

Persistent link: https://www.econbiz.de/10014933913

Benchmarking: a general reading for management practitioners

Wah Fong, Sik; Cheng, Eddie W.L.; Ho, Danny C.K. - In: Management Decision 36 (1998) 6, pp. 407-418

This paper aims at introducing benchmarking to management practitioners. Emphases have been placed on the … as a result of assisting in promoting management perspectives and facilitating the formation of various specific goals …

Persistent link: https://www.econbiz.de/10014933919

What are assets anyway? Some practical realities

Tollington, Tony - In: Management Decision 36 (1998) 7, pp. 448-455

created assets, such as brands, software and research patents. As providers of financial information to management, the …

Persistent link: https://www.econbiz.de/10014933922

Why managers do what they do

Sashittal, Hemant C.; Jassawalla, Avan R. - In: Management Decision 36 (1998) 8, pp. 533-542

When it comes to descriptions of what managers do in practice, and insights about what managers ought to do, the literature provides a wealth of information. When it comes to explaining why managers do what they do, or why an almost infinite variety exists in what they do, however, the...

Persistent link: https://www.econbiz.de/10014933933

An integrated framework for activity‐based decision making

Partridge, Mike; Perren, Lew - In: Management Decision 36 (1998) 9, pp. 580-588

Activity‐based costing (ABC) data have the potential to inform a wide range of management decisions. Recently the term … Activity‐based management (ABM) has emerged to describe any application of ABC data, but there is currently no framework which … ABC applications to produce an integrated and comprehensive ABM framework for management decision making. Traditional …

Persistent link: https://www.econbiz.de/10014933938

The importance of tacit knowledge in strategic deliberations and decisions

Bennett, Robert H. - In: Management Decision 36 (1998) 9, pp. 589-597

considerations and inputs. Managers, usually working in top management teams, are asked to form an “interpretation” or working …

Persistent link: https://www.econbiz.de/10014933939

Anticipating and dealing with financial crisis

Chong, John K.S.; Escarraz, Donald R. - In: Management Decision 36 (1998) 10, pp. 637-640

Presents a discussion of liquidity‐based financial crisis. An example is used to illustrate the application of a conceptual model in dealing with this kind of crisis. Concludes that systemic planning based on the ideas put forward can help managers better prepare for financial crisis.

Persistent link: https://www.econbiz.de/10014933943

Making the case for knowledge management: the bigger picture

Neef, Dale - In: Management Decision 37 (1999) 1, pp. 72-78

Despite several years of hearty media and academic interest, for most people “knowledge management” still remains an … ill‐defined and woolly concept. The problem may be that knowledge management proponents have usually focused on either the … importance of knowledge management in the workplace if the subject is seen in a much broader context ‐ as causally related to the …

Persistent link: https://www.econbiz.de/10014933959

Excellence in client/server information system implementations: understanding the STS connection

Kavan, C. Bruce; O’Hara, Margaret T.; Patterson, Edward C. - In: Management Decision 37 (1999) 3, pp. 295-304

This paper uses the Socio‐Technical Systems (STS) model as a conceptual framework to explore client/server information system implementations, and demonstrates the logical disconnect between traditionally developed mainframe systems and the flexibility required to meet rapidly changing...

Persistent link: https://www.econbiz.de/10014933968

Why organizations fail: the view from the front‐line

Longenecker, Clinton O.; Simonetti, Jack L.; Sharkey, … - In: Management Decision 37 (1999) 6, pp. 503-513

The purpose of this research is to review the perceptions of 359 front‐line management personnel as to why their …

Persistent link: https://www.econbiz.de/10014933989