
International Journal of Business Performance Management
2003 Vol.5 No.4
Pages | Title and author(s) |
285-301 | Linking strategy with a network of performance indicators: a Brazilian Research Centre case studyMarly Monteiro de Carvalho, Fernando Jose Barbin Laurindo DOI: 10.1504/IJBPM.2003.003813 |
302-315 | ROVER-BMW: from shotgun marriage to quickie divorceTom Donnelly, David Morris, Kamel Mellahi DOI: 10.1504/IJBPM.2003.003814 |
316-335 | Integration of total quality management and performance measurement in government departments: an empirical study in Hong KongK.F. Pun, C.W. Lau DOI: 10.1504/IJBPM.2003.003815 |
336-349 | Understanding the process of executive performance measures: the TOP-C modelRakesh Vikram DOI: 10.1504/IJBPM.2003.003816 |
350-361 | Producing organisational knowledge through innovation, performance and evaluation: the case of the public sectorDean Bartlett DOI: 10.1504/IJBPM.2003.003817 |
362-380 | A proactive approach to innovationBernadette Eckermann,, Grier C.I. Lin, Sev Nagalingam DOI: 10.1504/IJBPM.2003.003818 |