Aligning, measuring, and rewarding performance in complex organizations

Abstract

The management control and performance measurement literature reflects a long history of discussion related to organizational, team, and individual rewards. Yet, much of the research and guidance in the academic and managerial literature has been inadequate. Reflecting work on three current research studies, this chapter examines the gaps in our current understanding of the relationship of performance measurement, rewards, and performance and suggests some research questions that are of significant interest.

Citation

Epstein, M.J. (2008), "Aligning, measuring, and rewarding performance in complex organizations", Epstein, M.J. and Manzoni, J.-F. (Ed.) Performance Measurement and Management Control: Measuring and Rewarding Performance (Studies in Managerial and Financial Accounting, Vol. 18), Emerald Group Publishing Limited, Leeds, pp. 3-17. https://doi.org/10.1016/S1479-3512(08)18001-7