Strategic Performance Management Accounting for Organizational Control 2nd edition By Ralph Adler ISBN 0415706783 9781032211886

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ISBN 10: 0415706783
ISBN 13: 9781032211886
Author: Ralph Adler

Effective performance management is core to successful organizations. The new edition continues to look at performance management as an interdisciplinary field of study and practice and draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting.

The book provides a contemporary examination of theories, issues, and practices related to performance management with an original performance management framework, grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and students. The updated edition also examines organizations’ evolving use of digital business transformation and the effect on performance management design.

With updated cases, the latest edition will help readers to gain insights into the fields of strategic management, organizational behaviour, organizational theory, and management accounting and how they contribute to the study and practice of performance management.

Strategic Performance Management Accounting for Organizational Control 2nd Table of contents:

Preface

• Introduction to Strategic Performance Management Accounting
• The Importance of Organizational Control in Today’s Business Environment
• Acknowledgments

Chapter 1: Introduction to Performance Management in Organizations

• Defining Performance Management
• The Role of Accounting in Performance Management
• Organizational Control and Its Link to Strategy
• The Evolution of Performance Management Systems

Chapter 2: Theoretical Foundations of Performance Management Accounting

• Key Theories of Management Control Systems
• Performance Measurement Models and Frameworks
• Strategic Alignment and Performance Metrics
• Behavioral Implications of Performance Management

Chapter 3: Strategic Objectives and Key Performance Indicators (KPIs)

• Defining Strategic Objectives and Linking Them to KPIs
• Financial and Non-Financial KPIs for Organizational Control
• Setting Realistic and Achievable Performance Targets
• Using KPIs for Decision-Making and Accountability

Chapter 4: Performance Measurement Systems and Tools

• Balanced Scorecard: A Comprehensive Performance Management Tool
• Activity-Based Costing (ABC) and Its Role in Performance Management
• Benchmarking and Comparative Performance Analysis
• Key Tools for Monitoring and Reporting Performance

Chapter 5: Integrating Performance Management with Strategic Planning

• Aligning Financial Performance with Strategic Goals
• Integrating Operational and Financial Controls
• Strategic Budgeting and Forecasting Processes
• The Role of Management Accounting in Strategic Decision-Making

Chapter 6: Management Control Systems for Organizational Efficiency

• Types of Management Control Systems (MCS)
• Interactive vs. Diagnostic Control Systems
• The Role of Culture in Management Control Systems
• Designing Control Systems to Improve Organizational Efficiency

Chapter 7: Performance Appraisal and Organizational Control

• Appraisal Systems and Their Impact on Employee Motivation
• Linking Performance Appraisal to Organizational Strategy
• The Role of Management Accounting in Performance Appraisals
• Ethical Considerations in Performance Measurement

Chapter 8: Financial and Non-Financial Performance Reporting

• Developing Effective Performance Reports for Different Stakeholders
• Financial Reporting and Its Role in Organizational Control
• Non-Financial Reporting: Environmental, Social, and Governance (ESG) Metrics
• Integrating Financial and Non-Financial Reporting for Holistic Control

Chapter 9: The Role of Technology in Strategic Performance Management

• Digital Transformation in Performance Management
• Big Data and Analytics for Strategic Decision-Making
• Cloud-Based Performance Management Systems
• The Future of Artificial Intelligence and Machine Learning in Performance Management

Chapter 10: Case Studies in Strategic Performance Management Accounting

• Case Study 1: Performance Management at Leading Global Corporations
• Case Study 2: Implementing Balanced Scorecards in Complex Organizations
• Case Study 3: The Role of Management Accounting in Crisis Management
• Lessons Learned from Organizational Failures in Performance Management

Chapter 11: Challenges and Issues in Performance Management Accounting

• Overcoming Resistance to Performance Management Systems
• Dealing with Ethical Dilemmas in Performance Measurement
• Managing Complexity and Data Overload
• Addressing the Globalization of Performance Management Practices

Chapter 12: The Future of Strategic Performance Management Accounting

• Emerging Trends in Performance Management Accounting
• The Evolving Role of Management Accountants in Strategic Decision-Making
• Future Challenges in Organizational Control
• Final Thoughts on Evolving Performance Management Systems

References

Index

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