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...

Elaborates on English Nature, a public body financed by grant‐in‐aid from the UK Department of the Environment, which was formed when the former Nature Conservancy Council for Great Britain was disbanded five years previously. Pinpoints that four types of performance measures are used by...

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...

Alludes to five leadership styles which are: the strategic approach — the traditional view of a CEO; the human assets approach — they believe strategy formulation is the job of those closest to the markets and the customers; the expertise approach — this identifies the core capabilities...

Suggests ‘stakeholder approach’ has been around for 40 years and looks back in time for key points to show this as different ages: entrepreneurial capitalism — from early 18th to early 20th century; managerial capitalism — early to mid 20th century; professional managerial capitalism —...

Undertakes to identify high performers/excellent companies, who are repeatedly undermined through high failure rates in identified companies. Suggests management needs to understand differing groups' expectations and lists stakeholders tolerance zone as follows: shareholders — have high...

Delves into an inquiry, between January 1993 and June 1995, on the likely nature of ‘Tomorrow's Company’ within the UK with the involvement of hundreds of companies and thousands of businessmen and women. Finds that there are too few world‐class companies in the UK and not enough are being...

Reviews some of the economic arguments for taking environmental policy development seriously. States that enhancing a positive environmental image, integrating environmental considerations into the corporate strategy, realizing new market opportunities, are all seen as ways for firms to grow...