New PDF release: Achieving Managerial Control

By Gerald Vinten

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A performance evaluation model was developed on the basis of four predictor variables that include return on sales (ROS), lender security, free cash flow and economic value added (EVA). The results indicate that the ROS and EVA do determine the performance of the Malaysian listed companies. We also find association between ISO 9000 registration and financial performance in the sampled companies. 1. , 2002; Kearney, 2001; Sirgy, 2002; Spinner, 1997). , 2002; Kaplan and Norton, 1992; Kay and Davis, 1990; Kearney, 2001; Light, 1998; Pat, 1995; Perkins and Van Zyl, 1994; Sim and Koh, 2001; Spinard and Sutter, 1996; Stewart, 2002).

1988), “Budgeting gamesmanship”, Academy of Management Executive, pp. 285-94. Bromwich, M. and Bhimani, A. (1994), Management Accounting: Pathways to Progress, Chartered Institute of Management Accountants, London. Bromwich, M. and Wang, G. (1991), “Management accounting in China: a current evaluation”, The International Journal of Accounting, Vol. 26, pp. 51-65. S. and Mueller, G. , Prentice-Hall, Englewood Cliffs, NJ. Clarke, P. ”, Accountancy Ireland, pp. 12-15. C. ”, Management Accounting, pp.

This measure was employed by Light (1998) and Sim and Koh (2001) by using the BSC rather than narrowly focused financial measures, and guide businesses into greater profitability as managers position themselves to better serve their employees, customers and shareholders. According to the BSC developed by Kaplan and Norton (1992), companies can no longer gain sustainable competitive advantage solely by developing tangible assets and the ability of a company to build its “intangible assets” or “intellectual capital” has become a critical success factor.

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Achieving Managerial Control by Gerald Vinten

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