Measuring innovation performance

David Birchall and George Tovstiga

Chapter Chapter 11 in Capabilities for strategic advantage, 2005, pp 227-262 from Palgrave Macmillan

Abstract: Abstract The latter part of the twentieth century saw a burgeoning interest in the measurement of organizational performance. “What gets measured gets done” is a well-worn saying used by many management gurus as they encourage the use of a wider range of different measures, and particularly the adoption of performance management systems. Frameworks have been developed and have gained wide acceptance: for example, a 2003 study by Bain & Company of the use of management tools by business reported that 62 percent of the respondents across the world had adopted the widely accepted balanced scorecard first proposed by Kaplan and Norton in the Harvard Business Review (1992).

Keywords: Cash Flow; Innovation Process; Innovation Performance; Portfolio Management; Project Selection (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-52249-7_11

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DOI: 10.1057/9780230522497_11

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