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Subsidiary Controlling with Strategically Aligned Performance Measurement Systems Dennis Schlegel Author
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ISBN: 9783844100303

Due to the growing importance and complexity of company groups and a proceeding decentralisation, subsidiary controlling is becoming more and more important. Performance measurement syste… More...

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Subsidiary Controlling with Strategically Aligned Performance Measurement Systems - Paperback

ISBN: 9783844100303

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Schlegel, Dennis:
Subsidiary Controlling with Strategically Aligned Performance Measurement Systems - Paperback

2011

ISBN: 384410030X

[EAN: 9783844100303], Gebraucht, guter Zustand, [SC: 0.0], [PU: Josef Eul Verlag], PERFORMANCE MEASUREMENT,INVESTMENT,CONTROLLING,, Gepflegter, sauberer Zustand. 10619942/2, Books

NOT NEW BOOK. Shipping costs:Versandkostenfrei. (EUR 0.00) Buchpark, Trebbin, Germany [83435977] [Rating: 5 (von 5)]
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Schlegel, Dennis:
Subsidiary Controlling with Strategically Aligned Performance Measurement Systems - used book

2011, ISBN: 9783844100303

[PU: Josef Eul Verlag], Gepflegter, sauberer Zustand. 10619942/2, DE, [SC: 0.00], gebraucht; sehr gut, gewerbliches Angebot, Banküberweisung, Kreditkarte, PayPal, Internationaler Versand

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Schlegel, Dennis:
Subsidiary Controlling with Strategically Aligned Performance Measurement Systems - new book

2011, ISBN: 384410030X

Kartoniert / Broschiert, mit Schutzumschlag 11, [PU:Josef Eul Verlag GmbH; Eul, Josef, Verlag GmbH]

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Subsidiary Controlling with Strategically Aligned Performance Measurement Systems Dennis Schlegel Author
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Title:
ISBN:

9783844100303


Due to the growing importance and complexity of company groups and a proceeding decentralisation, subsidiary controlling is becoming more and more important. Performance measurement systems are a key instrument of subsidiary controlling. The correct use of performance measures combined with the right incentives can help reduce information asymmetry between the corporate centre and subsidiaries and at the same time ensure an orientation toward corporate objectives on all levels.In this book, the concept of performance measurement systems in the context of subsidiary controlling is explained. One focus is the thorough discussion of financial performance measures and their use in subsidiary controlling. Particularities in subsidiary controlling are for instance the determination of divisional cost-of-capital for value-based management and the aggregation of measures to the corporate level.The second focus is the design of performance measurement systems depending on certain characteristics of the company and its environment. It is emphasised that there is not one right way of designing controlling systems. Instead, they have to be aligned to certain situational variables such as strategy, organisational structure or environmental uncertainty. For example, managers of business units that pursue differentiation strategies should be evaluated by more non-financial performance measures than managers of business units with a low-cost strategy.The book can be used as guidance for practitioners concerned with the design of performance measurement systems - for example corporate controllers, management consultants or investment managers in holding companies. It also provides a starting point for academics that intend to conduct further research on related topics.

Details of the book - Subsidiary Controlling with Strategically Aligned Performance Measurement Systems Dennis Schlegel Author


EAN (ISBN-13): 9783844100303
ISBN (ISBN-10): 384410030X
Hardcover
Paperback
Publishing year: 2011
Publisher: Josef Eul Verlag GmbH Core >1
140 Pages
Weight: 0,212 kg
Language: eng/Englisch

Book in our database since 2012-12-04T02:50:05+00:00 (London)
Detail page last modified on 2024-02-06T16:34:07+00:00 (London)
ISBN/EAN: 9783844100303

ISBN - alternate spelling:
3-8441-0030-X, 978-3-8441-0030-3
Alternate spelling and related search-keywords:
Book author: dennis, josef schlegel
Book title: system, strategica, controlling, schlegel, measurement systems

Information from Publisher

Author: Dennis Schlegel
Title: Subsidiary Controlling with Strategically Aligned Performance Measurement Systems
Publisher: Josef Eul Verlag
122 Pages
Publishing year: 2011-04-04
Weight: 0,210 kg
Language: English
43,00 € (DE)
44,30 € (AT)
71,00 CHF (CH)
Not available, publisher indicates OP

BC; PB; Hardcover, Softcover / Wirtschaft/Betriebswirtschaft; Betriebswirtschaft und Management; Performance Measurement; Investment; Controlling; The book can be used as guidance for practitioners concerned with the design of performance measurement systems – for example corporate controllers, management consultants or investment managers in holding companies. It also provides a starting point for academics that intend to conduct further research on related topics.

Due to the growing importance and complexity of company groups and a proceeding decentralisation, subsidiary controlling is becoming more and more important. Performance measurement systems are a key instrument of subsidiary controlling. The correct use of performance measures combined with the right incentives can help reduce information asymmetry between the corporate centre and subsidiaries and at the same time ensure an orientation toward corporate objectives on all levels. In this book, the concept of performance measurement systems in the context of subsidiary controlling is explained. One focus is the thorough discussion of financial performance measures and their use in subsidiary controlling. Particularities in subsidiary controlling are for instance the determination of divisional cost-of-capital for value-based management and the aggregation of measures to the corporate level. The second focus is the design of performance measurement systems depending on certain characteristics of the company and its environment. It is emphasised that there is not one right way of designing controlling systems. Instead, they have to be aligned to certain situational variables such as strategy, organisational structure or environmental uncertainty. For example, managers of business units that pursue differentiation strategies should be evaluated by more non-financial performance measures than managers of business units with a low-cost strategy. The book can be used as guidance for practitioners concerned with the design of performance measurement systems – for example corporate controllers, management consultants or investment managers in holding companies. It also provides a starting point for academics that intend to conduct further research on related topics.
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