Part I. Functional Analyses: 1. Measuring performance: the accounting perspective, 2. Measuring performance: the marketing perspective, 3. Measuring performance: the operations perspective, 4. Finding performance: the new discipline in management.
Part II. Theoretical Foundations: 5. A conceptual and operational delineation of performance, 6. Anomalies of measurement: when it works, but should not, 7. Does pay for performance really motivate employees?, 8. Superior managers' tolerance to dysfunctional behaviour: a test.
Part III. Frameworks and Methodologies: 9. Performance measurement frameworks: a review, 10. The critical few: first among equals as parameters for measuring strategic effectiveness, 11. Auditing measurement systems, 12. Why measurement initiatives succeed and fail.
Part IV. Practical Applications: 13. What really goes on in the name of benchmarking, 14. Measuring marketing performance: in practice, 15. Loosely coupled performance measurement systems, 16. Redefining government performance.
Part V. Specific Measures: 17. Customer satisfaction and business performance, 18. Linking financial performance to employee and customer satisfaction, 19. Measuring innovation performance.
Part VI. Emerging Issues and Trends: 20. Measuring knowledge work, 21. Measuring ebusiness performance.
Each paper is written by an acknowledged expert in his or her field, and each covers their respective topic in depth. I found each paper to be highly readable and informative, and attribute that to the editor's (Andy Neely) hard work in giving this book a consistent and coherent feel instead of just a collection of disparate articles. If you're a business systems analyst in IT, a member of a process improvement or reengineering team, or a business process owner who is seeking to understand the finer points of business performance you will find this book to be thought provoking and full of ideas.