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Guest Editorial Introduction.
- Published in:
- Journal of Management & Governance, 2013, v. 17, n. 1, p. 1, doi. 10.1007/s10997-012-9215-8
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- Article
Scoring strategic performance: a pragmatic constructivist approach to strategic performance measurement.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 5, doi. 10.1007/s10997-012-9216-7
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- Article
Understanding performance measurement dynamism: a case study.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 35, doi. 10.1007/s10997-012-9217-6
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- Article
Assessing the effectiveness of a performance evaluation system in the public health care sector: some novel evidence from the Tuscany region experience.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 59, doi. 10.1007/s10997-012-9218-5
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- Article
The impact of organisational alignment on the effectiveness of firms' sustainability strategic performance measurement systems: an empirical analysis.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 71, doi. 10.1007/s10997-012-9219-4
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- Article
Enterprise governance and value-based management: a theoretical contingency framework.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 99, doi. 10.1007/s10997-012-9220-y
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- Article
Corporate control and underinvestment.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 131, doi. 10.1007/s10997-011-9171-8
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- Article
Inside the black box: incentive regulation and incentive channeling on energy markets.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 157, doi. 10.1007/s10997-011-9172-7
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- Article
Corporate boards, audit committees and voluntary disclosure: evidence from Italian Listed Companies.
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- Journal of Management & Governance, 2013, v. 17, n. 1, p. 187, doi. 10.1007/s10997-011-9168-3
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- Article