Cover Page -- Title -- Copyright -- Contents -- Preface -- Editors' Preface -- Acknowledgements -- Contributors -- 1 Integrated Performance Management: New Hype or New Paradigm? -- PART I - AN OVERVIEW OF TRADITIONAL PERFORMANCE MANAGEMENT FRAMEWORKS -- 2 Performance from a Finance Perspective: Shareholder Value and Beyond -- 3 Performance Management from a Control Perspective: Introducing the Balanced Scorecard -- 4 Performance at the Operational Level: Quality- and Time-Based Competition -- 5 Managing Risk, Managing Value -- PART II - THE INTEGRATED PERFORMANCE MANAGEMENT FRAMEWORK: CONSTITUENT ELEMENTS -- 6 Performance Goals and the Strategy Formation Process -- 7 Obtaining Better Performance through Business Process Orientation -- 8 Strategic Information Systems Alignment -- 9 Integrated Performance Management through Effective Management Control -- 10 Organizing for Performance -- 11 Human Resource Management and Integrated Performance Management: A Mutual Relationship? -- 12 The Informal Organization: Leading for Performance -- 13 Strategic Rewards and Reward Strategies -- 14 Change, Learning and Performance: Three of a Kind? -- 15 Towards a More Integrated Approach to Strategic Alignment -- PART III - ADDING A NEW DIMENSION TO INTEGRATED PERFORMANCE MANAGEMENT: INTRODUCING THE CONCEPT OF MATURITY ALIGNMENT -- 16 Introducing Maturity Alignment: Basic Concepts -- 17 Finding the Optimal Maturity Level and Linking it to Performance -- References -- Index.