This research tests for correlation between corporate performance and use of financial measures, nonfinancial measures, and number of balanced scorecard categories used. Literature notes a preference for managing by nonfinancial measures because financial measures are lagging indicators, but little empirical evidence is available on the relationship between nonfinancial measures and financial performance, and few companies are found to realize the benefits of nonfinancial measurements. The balanced scorecard has been studied to find the impact of diversity of performance measures, and anecdotal improvements have been reported, but there is a paucity of empirical evidence regarding how the use of a balanced scorecard impacts organizational performance. These issues are investigated in this research with a web based survey distributed to a sample of publicly traded companies using a systematic selection process based on randomly selected numbers generated for each 3-digit NAICS category. The dependent variable is a rank of high, medium or low performance based on 12-month rolling average stock price comparisons from January 2005 to January 2009. These averages are analyzed as a percent change for each company, with performance standardized by 3-digit NAICS category to eliminate cross industry variance in performance ranking. Kruskal-Wallis one-way ANOVA is used to test for correlation. High performers show greatest utilization of both financial and nonfinancial measures, followed by medium performers, with low performers utilizing both measures the least. Nonfinancial performance measures are more correlated to firm value than financial measures with the high performers' mean score for nonfinancial measures being higher than for financial measures. By contrast, medium and low performers exhibit the opposite: higher mean scores for financial measures than for nonfinancial measures [p ≤ 0.05 for nonfinancial measures and p ≤ 0.1 for financial measures]. Correlation is found to be borderline significant (p = 0.06) for the number of balanced scorecard categories used with high performers utilizing the highest number of categories and low performers utilizing the lowest number of categories [p = 0.009 with inclusion of two respondents reporting no usage of balanced scorecard categories].

published_or_final_version / Environmental Management / Master / Master of Science in Environmental Management

A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering. Johannesburg 2017 / Following the involvement in a project where a bank implemented an electronic inventory management system, a need was identified for further research into the human elements influencing the success of such projects. An initial high level study of some available literature supported the idea of human factors playing an important role. The subsequent research question formulated was: What are the major human factors that influence the implementation of electronic systems to replace their manual paper-based counterparts, if any? From literature the major human factors to be analysed were identified as:  Leadership  Communication  Environment and culture  Change readiness By employing a mixed method research approach and analysing the change readiness assessment surveys, post-implementation surveys, project team observations and site key performance indicators (KPIs) of 3 implemented sites, these were all confirmed as factors influencing such implementations. These conclusions were graphically depicted in a proposed framework showing the relationship between leadership as the driving factor to influence culture and change readiness through communication. / MT2018

As unidades de conservação (UCs) também podem abrigar populações que nela vivem e dependem do meio em que estão inseridas para o sustento de suas famílias e desenvolvimento de seus modos de vida, o que as caracteriza como comunidades tradicionais. O espaço previsto em lei para que populações que se entendem como tradicionais possam manter seus meios de vida e cultura própria são as Reservas Extrativistas - RESEX - e as Reservas de Desenvolvimento Sustentável - RDS, UCs de Uso Sustentável. As UCs necessitam de uma gestão adequada para que se mantenham cumprindo os objetivos estabelecidos. Para monitorar essa forma de administração foram elaborados métodos de mensuração da efetividade de gestão com aplicação em diferentes áreas protegidas do Mundo. No entanto a categoria de RESEX não possui trabalhos publicados sobre a avaliação de gestão. Não foi feito um estudo em que a opinião das comunidades atendidas por uma RESEX seja levada em consideração neste processo. A presente dissertação adaptou o método de avaliação de gestão de UCs para esta tipologia e a área de aplicação destes conceitos e desenvolvimento da adaptação do método foi a Reserva Extrativista Ilha do Tumba em Cananéia/SP. A coleta de dados foi feita junto aos moradores beneficiados por essa Reserva (Comunidade do Marujá - Ilha do Cardoso e Comunidade do Ariri - parte continental de Cananéia) e Fundação Florestal, instituição estadual responsável pela gestão da UC, que também está sediada em Cananéia/SP. Primeiro foi feito um levantamento de dados qualitativos com entrevistas abertas nas duas comunidades e junto ao órgão gestor, assim como membros da sociedade civil que fazem parte do Conselho da UC. Posteriormente foi elaborado um questionário de avaliação aplicado ao Conselho Deliberativo da RESEX, gestor e equipe técnica da Fundação Florestal e presidentes das associações de bairro do Marujá e Ariri. O questionário foi dividido em duas partes: avaliação da Fundação Florestal, com questões mais amplas sobre o órgão gestor da UC (09 perguntas) e avaliação da RESEX Ilha do Tumba, com questões focadas às questões da UC (22 perguntas). A adaptação do método de avaliação de gestão da RESEX trouxe a percepção dos envolvidos em sua construção, o que resultou em uma ferramenta administrativa palpável à realidade local. Deste modo foi possível encontrar os pontos fracos da gestão da Fundação Florestal e da RESEX de modo participativo. O repasse da pesquisa foi feito nas reuniões do Conselho Deliberativo que ocorrem na comunidade do Marujá e os resultados da avaliação foram apresentados primeiro ao Conselho, antes do final da dissertação. / Protected areas (PAs) can also are home to populations who live and depend on the environment in which they are placed to support their families members and develop their ways of life, which characterizes them as traditional communities. The space provided by law for people who understand ourselves as traditional to keep their livelihoods and their culture are the Extractive Reserves - ER - and Sustainable Development Reserves - SDR, PAs of Sustainable Use. PAs need an appropriate management to stay in compliance with the established objectives. To monitor this administration form were developed measurement methods of the management effectiveness with applications in different protected fields in the world. However, the ER category doesn\'t have published works on its management evaluation. There wasn\'t a study done which communities opinion was taken into account. This dissertation adapted the PA management assessment method for this PA type and the application area of these concepts and development of adaptation of the method was the Extractive Reserve Tomb Island in Cananéia (São Paulo State - Brazil). Data collection was made with the residents benefit from this reserve (Community Marujá - Cardoso Island and Community Ariri - mainland Cananéia) and Forestry Foundation, state institution responsible for the management of PA, which is also based in Cananéia. First a survey was made of qualitative data through open interviews in the two communities and with the government body, as well as members of civil society that are part of the Council of PA. Later, it was prepared an assessment questionnaire to the Advisory Board of ER, manager and technical staff of the Forestry Foundation and presidents of Marujá and Ariri neighborhood associations. The questionnaire was divided into two parts: assessment of Forestry Foundation, with broader questions about the PA governing body (09 questions) and assessment of ER Tomb Island, with questions focused on issues of PA (22 questions). The adaptation of ER management evaluation method brought the perception of those involved in its construction, which resulted in a tangible administrative tool to the local reality. Thus it was possible to find the weaknesses in managing of the Forestry Foundation in a participatory manner. The research feedback session was made in the Board meetings occurring in Marujá community and the evaluation results were presented first to the Council, before the end of the dissertation.

No mundo inteiro a discussão, ocorrida nas duas últimas décadas, sobre a gestão de resíduos sólidos, em congressos técnicos, em ambientes parlamentares e mesmo junto a população, tem sido dominada pela necessidade da humanidade fazer algo que realmente mude a realidade hoje vivida. As tecnologias existentes são suficientes para tratar de maneira eficiente a maioria dos resíduos que são gerados, mas o que falta à nossa sociedade é a capacidade de prever ações dentro de sistemas de planejamento estruturados, que originem políticas públicas coerentes. No ambiente acadêmico não tem sido diferente, muito se pesquisa, muito se ensina, mas no dia a dia as ferramentas de gestão que são ensinadas em aula, mas não são aplicadas. Neste trabalho desenvolveu-se, dentro do ambiente acadêmico, uma ferramenta de gestão que fornece uma estrutura para a elaboração de Planos de Gerenciamento de Resíduos Sólidos e que permite avaliar o seu grau de implantação. Para isto foi montado um modelo, baseado numa planilha, foram realizadas amostragem de resíduos em várias Unidades da Universidade Federal do Rio Grande do Sul, sendo apresentados os dados quantitativos, os procedimentos e os planos para a melhoria da gestão. Aplicando a ferramenta de avaliação, que permitia a nota máxima de 100 pontos, as Unidades avaliadas obtiveram resultados que se adequavam à realidade encontrada, com 41 pontos para a que tinha o Plano iniciado a menos tempo. Aplicada em mais de um ciclo a ferramenta conseguiu também avaliar os avanços obtidos no processo de gestão, com a variação de 67 para 84 pontos na Unidade com mais tempo de implantação. Também apresentou entre os itens avaliados (liderança, estratégias, usuários, sociedade, pessoal e resultados), quais os que representavam maior risco e deveriam receber mais atenção no ciclo de melhoria seguinte especificamente sempre o de Estratégias. / Throughout the last two decades, in the whole word, the debate about solid waste management, in technical congresses, parliamentary spaces and even with the population has been dominated by humanity's need to do something that really changes the reality we are experiencing today. Existing technologies are sufficient to efficiently treat most of the waste that is generated, but what is lacking in our society is the ability to predict actions within structured planning systems that yield consistent public policies. In the academic space has not been different, much if research, much is taught, but in the day to day management tools that are taught in class, but are not implemented. In this work, a management tool was developed within the Academia, that provides a framework for the elaboration of Solid Waste Management Plans and allows evaluating their degree of implementation. For this purpose, a model based on a spreadsheet was set up. Samples were collected at various units of the Federal University of Rio Grande do Sul. Quantitative data, procedures and plans for improving management were presented. Applying the evaluation tool, which allowed a maximum score of 100 points, the Academics Units evaluated had results that were adequate to the reality found, with 41 points for which the plan was started in less time. Applied in more than one cycle, the tool was also able to evaluate the progress made in the management process, with the change from 67 to 84 points in the Unit with more implementation time. It also presented among the evaluated items (leadership, strategies, users, society, personnel and results), which represented the highest risk and should receive more attention in the following improvement cycle specifically always the Strategy.

Wu Hiu-fung. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 86-89). / Abstracts in English and Chinese. / Abstract --- p.i / Table of Contents --- p.iv / List of Tables --- p.iii / List of Figures --- p.iv / Chapter I. --- Introduction --- p.1 / Chapter II. --- Literature Review --- p.10 / Chapter A. --- Existence and Persistence of Momentum Profitability --- p.10 / Chapter B. --- Potential Sources of Momentum Profitability and Behavioral Models Explanations --- p.11 / Chapter C. --- Evaluations of Possible Explanations --- p.14 / Chapter III. --- Data and Methodology --- p.18 / Chapter A. --- Portfolio Formation --- p.18 / Chapter B. --- Risk-Adjusted Momentum Profits --- p.20 / Chapter 1. --- Capital Asset Pricing Model (CAPM) (Sharpe (1964) and Lintner (1965)) --- p.21 / Chapter 2. --- Fama and French Three-Factor Model (Fama and French (1996)) --- p.21 / Chapter 3. --- Chordia and Shivakumar Four-Factor Model (Chordia and Shivakumar (2001)) --- p.21 / Chapter C. --- Momentum Profitability and Firm Characteristics --- p.24 / Chapter D. --- Two Alternative Momentum Strategies: Stock Specific Return Strategy and Factor Related Return Strategy --- p.28 / Chapter IV. --- Empirical Results --- p.30 / Chapter A. --- Momentum Profitability in the Hong Kong Stock Market --- p.30 / Chapter B. --- Profitability of Momentum Portfolios in Each Calendar Month --- p.33 / Chapter C. --- Properties of Momentum Portfolios --- p.34 / Chapter D. --- Risk- adjusted Return of the Zero-cost Momentum Portfolio --- p.36 / Chapter E. --- Long-run Profitability of Momentum Portfolios --- p.37 / Chapter F. --- Momentum Profitability and Firm Characteristics --- p.42 / Chapter 1. --- Momentum Profitability and Firm Size --- p.42 / Chapter 2. --- Momentum Profitability and Book-to-market Ratio --- p.44 / Chapter 3. --- Momentum Profitability and Trading Volume --- p.45 / Chapter 4. --- Momentum Profitability and Stock Price --- p.46 / Chapter 5. --- Momentum Profitability and Industry Classifications --- p.46 / Chapter 6. --- Momentum Profitability and Analyst Coverage --- p.48 / Chapter 7. --- "Momentum Profitability, Firm Size and Book-to-market Ratio" --- p.49 / Chapter 8. --- "Momentum Profitability, Firm Size and Trading Volume" --- p.50 / Chapter 9. --- "Momentum Profitability, Book-to-market Ratio and Trading Volume" --- p.51 / Chapter 10. --- "Momentum Profitability, Firm Size and Analyst Coverage" --- p.52 / Chapter 11. --- "Momentum Profitability, Book-to-market and Analyst Coverage" --- p.52 / Chapter G. --- Two Alternative Momentum Strategies: Stock Specific Return Strategy and Factor Related Return Strategy --- p.53 / Chapter V. --- Conclusion --- p.57 / Reference --- p.86

This is a case study of a federal bureaucracy and its Information Resource Management (IRM) organization. The Bonneville Power Administration (BPA), a federal power marketing agency and part of the Department of Energy, significantly impacts the western United States. BPA is responsible for developing electric power resources, transmission of electric resources. power conservation programs, and fish and wildlife programs. The focus of the study is the perception of the quality of information supplied to management, assuming that better information makes better decisions. The study uses a pre-experimental research design to evaluate the satisfaction executive and middle management with information they use to make decisions. The study uses both questionnaire and interview methodologies to examine management opinions before the establishment of IRM and two years after the establishment of IRM. Literature on bureaucracy indicates that decision making has limits and processes. Channels of communication, both formal and subformal are used by decision makers to gather information to fill information gaps. The gaps exist because formal channels of information do not supply sufficient information. Consequently, decision makers constantly search for information. There is a great deal of literature addressing IRM and other similar organizations. The technical and operational sides of information management are occasionally conflicting but, adequately addressed. Information assessment and evaluation are approached inadequately.

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published_or_final_version / Education / Master / Master of Education

Thesis (Ed. D.)--UCLA, 2008. / Vita. Includes bibliographical references (leaves 159-169).