Chronicles a three‐step performance measurement model based on an organization's most important stakeholders: the problem; the possible solution; and underlying assumption. States that the identification of the most important stakeholders, usually owners, customers and employees, but also...

Details the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six overarching strategic themes: cost leadership; international growth; environmental commitment; and continuous renewal, which are designed to realize Amoco's long‐term vision. Includes...

Investigates research study into performance measures in manufacturing. States the main problem errors are: false alarms; and gaps — the solution being to eliminate the false alarms and fill in the gaps! Measures 12 areas of possible improvement and lists these. Used 92 senior manufacturing...

Investigates how organizations pick which non‐financial measures to use to enable managers to know what requires attention, and what can be ignored for now. Lists out in a table format these essential differences between financial and non‐financial measures. Stresses there are two potential...