Strategic Performance Management

Ralph W. Adler is Professor of Accounting at the University of Otago, New Zealand. He has taught graduate and undergraduate students in the USA and New Zealand for more than 25 years. Ralph is the Director of Otago’s Centre for Organisational Performance Measurement and Management and serves as the Chairman of the Performance Measurement Association of Australasia. He qualified as a Certified Public Accountant (USA) in 1984 and was made a Fellow Chartered Accountant of Chartered Accountants Australia and New Zealand in 2016. Ralph is a past holder of the Coopers and Lybrand Peter Barr Fellowship and the American Chamber of Commerce Business Education Fellowship. He is a graduate of Colgate University, NY (BA), Duke University, NC (MBA), and State University of New York Albany (PhD).

1. Performance management: an introduction Part I: Performance Management Beginnings 2. What is performance management? 3. The rise of performance management 4. Theory and performance management Part II: Organizational Strategy 5. Organizational goals and objectives 6. Introduction to organizational strategy 7. Competitive strategy Part III: Levers of employee influence 8. Organizational structure 9. Organizational systems, processes, and procedures 10. Organizational culture Part IV: Contingent Factors 11. Internal environment 12. External environment 13. Conclusion