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Measuring innovation performance

  • David Birchall
  • George Tovstiga

Abstract

The latter part of the twentieth century saw a burgeoning interest in the measurement of organizational performance. “What gets measured gets done” is a well-worn saying used by many management gurus as they encourage the use of a wider range of different measures, and particularly the adoption of performance management systems. Frameworks have been developed and have gained wide acceptance: for example, a 2003 study by Bain & Company of the use of management tools by business reported that 62 percent of the respondents across the world had adopted the widely accepted balanced scorecard first proposed by Kaplan and Norton in the Harvard Business Review (1992).

Keywords

Cash Flow Innovation Process Innovation Performance Portfolio Management Project Selection 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© David Birchall and George Tovstiga 2005

Authors and Affiliations

  • David Birchall
  • George Tovstiga

There are no affiliations available

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