Performance Measurement and Control Systems for Implementing Strategy Text and Cases: Pearson New International Edition/

1. Organizational Tensions to be Managed
2. Basics for Successful Strategy
3. Organizing for Performance
4. Using Information for Performance Measurement and Control
5. Building a Profit Plan
6. Evaluating Strategic Profit Performance
7. Designing Asset Allocation Systems
8. Linking Performance to Markets
9. Building a Balanced Scorecard
10. Using Diagnostic and Interactive Control Systems
11. Identifying Strategic Risk
12. Managing Strategic Risk
13. Levers of Control for Implementing Strategy
14. Aligning Performance Goals and Incentives
Case: ATH Technologies, Inc.: Making the Numbers
Case: J Boats
Case: MCI Communications: Planning for the 1990s
Case: Asea Brown Boveri
Case: ABB: Accountability Times Two (A)
Case: ABB: Accountability Times Two (B)
Case: ABB: The ABACUS System
Case: Roy Rogers Restaurants
Case: Codman & Shurtleff, Inc.: Planning and Control System
Case: Hanson Ski Products
Case: Walker and Company: Profit Plan Decisions
Case: Compagnie du Froid, S.A
Case: Texas Eastman Company
Case: Tennessee Controls: The Strategic Ranking Problem
Case: Birch Paper Company
Case: Polysar Limited
Case: Purity Steel Corporation, 1995
Case: Western Chemical Corporation: Divisional Performance Measurement
Case: Chadwick, Inc.: The Balanced Scorecard
Case: Mobil USM&R (A): Linking the Balanced Scorecard
Case: Citibank: Performance Evaluation
Case: Turner Construction Company: Project Management Control Systems
Case: Kidder, Peabody, & Co.: Creating Elusive Profits
Case: Westchester Distributing, Inc. (A)
Case: Automatic Data Processing: The EFS Decision
Case: Automation Consulting Services
Case: Becton Dickinson—Designing the New SOF Planning Process
Case: Guidant Corporation: Shaping Culture Through Systems