Background: Since the 60s and with increasing intensity a discussion have continued about balance between useful and useless/harmful treatment. Different attempts have been done to create sustainable criteria and recommendations to manage the situations of futile treatment near the end of life. Obviously, to be able to withhold (WH) or withdraw (WD) treatment which is no longer appropriate or even harmful and burdensome for the patient, other processes than strict medical (or physiological) assessments are necessary. Aim. To shed light on the arguments regarding to WH or WD futile treatment we performed two studies of physicians’ and the general populations’ choice and prioritized arguments in the treatment of a 72-year-old woman suffering from a large intra-cerebral bleeding with bad prognosis (Papers I and II) and a new born boy with postpartum anoxic brain damage (Papers III and IV). Methods. Postal questionnaires based on two cases presented above involving severely ill patients were used. Arguments for and against to WH or WD treatment, and providing treatment that might hasten death were presented. The respondents evaluated and prioritized arguments for and against withholding neurosurgery, withdrawing life-sustaining treatment and providing drugs to alleviate pain and distress. We also asked what would happen to physicians’ own trust if they took the action described, and what the physician estimated would happen to the general publics’ trust in health services (Paper IV). Results. Approximately 70% of the physicians and 46% of the general public responded in both surveys. The 72-year-old woman: A majority of doctors (82.3%) stated that they would withhold treatment, whereas a minority of the general public (40.2%) would do so; the arguments forwarded and considerations regarding quality of life differed significantly between the two groups. Quality-of-life aspects were stressed as an important argument by the majority of both neurosurgeons and ICU-physicians (76.8% vs. 54.0%); however, significantly more neurosurgeons regarded this argument as the most important. A minority in both groups, although more ICU-physicians, supported a patient’s previously expressed wish of not ending in a persistent vegetative state as the most important argument. As the case clinically progressed, a consensus evolved regarding the arguments for decision making. The new born child: A majority of both physicians [56 % (CI 50–62)] and the general population [53 % (CI 49–58)] supported arguments for withdrawing ventilator treatment. A large majority in both groups supported arguments for alleviating the patient’s symptoms even if the treatment hastened death, but the two groups display significantly different views on whether or not to provide drugs with the additional intention of hastening death, although the difference disappeared when we compared subgroups of those who were for or against euthanasia-like actions. Conclusions. There are indeed considerable differences in how physicians and the general public assess and reason in critical care situations, but the more hopelessly ill the patient became the more the groups' assessments tended to converge, although they prioritized different arguments. In order to avoid unnecessary dispute and miscommunication, it is important that health care providers are aware of the public's views, expectations, and preferences. Our hypothesis—physicians’ estimations of others’ opinions are influenced by their own opinions—was corroborated. This might have implications in research as well as in clinical decision-making.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2016-12-01T12:10:35Z No. of bitstreams: 1 Israel Gimarães.pdf: 605751 bytes, checksum: c48c142d4f457f2b997ee1bfdcef17d9 (MD5) / Made available in DSpace on 2016-12-01T12:10:35Z (GMT). No. of bitstreams: 1 Israel Gimarães.pdf: 605751 bytes, checksum: c48c142d4f457f2b997ee1bfdcef17d9 (MD5) Previous issue date: 2016-09-19 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The economic environment, after several changes and global impact with advent of technology and expansion of communications currently, has required from companies a universal financial language. It has known as international accounting standards, also called IFRS - (International Financial Reporting Standards). In Brazil, that deployment has begun in 2007, with the publication of specific law called “Brazilian Accounting Harmonization with International Financial Reporting Standards”, which has changed the structure that law have used by companies and stock market's corporations. The first studies have shown greater transparency and quality of financial statements, since it had adhered to fair value accounting to set accountability values. This research has been motivated by the topicality and importance of the issue harmonization of IFRS around the world and value-based on accounting management like best practices. The first tested hypotheses have been shown (i) the adoption of IFRS haven’t affected the book value substantially and the Market Value of Companies (VME). In addition, (ii) there hasn’t changed significant statistically at Free Cash Flow (FCF) and on EBITDA’s companies that have been adopted IFRS rules. This study has conducted with the companies listed on Brazilian stock markets (also called BM&FBOVESPA), taking as sample 123 companies that have the basic requirements for research during the years 2004-2014, totaling 1,353 observations. The ANOVA test and regression models for panel data have been used. The main findings in the survey have shown that the VPC and FCL have been affected by the implementation of IFRS and the VME. On the other hand, EBITDA haven’t suffered impacts in isolation from the international standard, and that the distance between the VME and VPC have reduced with the implementation of IFRS. This study has conducted with the companies listed on the Brazilian stock market. It has gotten 123 companies sample that have basic requirements for research during the years 2004-2014, totaling 1,353 observations. It has used ANOVA test regression model and data panel statistics way. The main conclusions in the survey have shown equity value of companies and EVA indicator; thus, FCF have affected by the implementation of IFRS. On the other hand, MV, MVA® and EBITDA haven’t impacted isolation from the international standard. Finally, the distance between the MV and equity value of companies have reduced with the implementation of IFRS / O cenário econômico, após diversas mudanças e impactos globais, com advento da tecnologia e ampliação de comunicação, exige atualmente das empresas uma linguagem financeira universal, conhecida como normas internacionais de contabilidade, ou melhor, o padrão IFRS – International Financial Reporting Standards. No Brasil, essa implantação se iniciou no ano de 2007, com a divulgação da lei nº 11.638, que alterou a estrutura da Lei das Sociedades por Ações. Os primeiros estudos realizados apontaram maior transparência e qualidade nas demonstrações contábeis, uma vez que aderiram o valor justo para definir valores contábeis. Esta pesquisa foi motivada devido à atualidade do tema, relevância, harmonização do IFRS e a gestão contábil baseada em valor. O objetivo deste estudo é analisar, por meio de métricas de avaliação de empresa, se o valor das companhias não financeiras foi afetado com a convergência da adoção das práticas internacionais de contabilidade. As primeiras hipóteses testadas são (i) a adoção ao IFRS não alterou substancialmente o valor patrimonial (VPC) e o valor de mercado das empresas (VME) e (ii) não ocorreu alteração estatisticamente significativa ao Fluxo de Caixa Livre (FCL) e Ebitda das empresas com a adoção ao IFRS. Este estudo foi realizado com as empresas listadas na BM&FBovespa, tomando como amostra 123 empresas, que atendiam os requisitos básicos para a pesquisa, durante os anos de 2004 a 2014, totalizando 1.353 observações. Foram utilizados testes Anova e testes modelos de regressão em painel de dados. Os principais resultados encontrados com a pesquisa foram que o VPC e FCL sofreram impacto com a implantação da norma internacional de contabilidade, e que o VME e Ebitda não sofreram impactos isoladamente da norma internacional, e que a distância entre o VME e VPC foi reduzida com a implantação do IFRS

Provider incentives are a commonly used policy tool to mold provider behaviors.1 However, while we frequently measure the change in patient outcomes, failure to consistently produce changes in outcomes does not mean that providers are not changing their behavior. This paper focuses on two programs with null or inconsistent quality outcomes to try to identify why such inconsistency occurs. The two programs, both ratified in the Affordable Care Act, are 1) patient-centered medical homes (PCMHs), and 2) the Medicare Hospital Value-Based Purchasing (HVBP) program. Chapter 1: Using data from the Medical Expenditure Panel survey (MEPS), I match provider characteristic surveys to member experience with care in order to evaluate characteristics key to patient-centered medical homes. I find that patient-perceived patient-centeredness of a practice is not related to the number of PCMH attributes a practice reports. However, some characteristics do play specific and significant roles in patient perception and outcomes. For instance, case management is not only associated with increased patient perception of after-hours access to care, but overall costs were reduced. Interestingly, having after hours clinic hours was more common with practices highly consistent with PCMH criteria, but these hours did not result in decreased emergency department use or cost of care. Chapter 2: The second provider incentive studied is the Medicare Hospital Value-Based Purchasing Program (HVBP). This program assigns payment adjustments based on performance on a series of rotating quality metrics. To date, changes in patient outcomes cannot be attributed to the program; however, it should not be concluded that hospitals are not responding at all. I identify changes in staffing by provider type as an early indicator of hospital response to payment incentives. Data come from the Virginia Health Information (VHI) Hospital Cost Report, 2010-2017. Using a generalized linear model, I find that when receiving a penalty, hospitals reduce staffing among the most and least expensive personnel (physicians and nursing aides). Hospitals increase nursing and administrative staff following a bonus. These findings are consistent with hospitals responding to incentives both by aiming to improve efficient use of resources and maintain or improve quality of care. Chapter 3: Finally, I assess potential unintended consequences of the HVBP program, specifically the provision of charity care. Using the VHI cost reports for year 2013 to 2017 with a regression discontinuity model, I find that hospitals receiving a bonus decrease their charity care among the lowest income patients (under 100% federal poverty level (FPL)). Hospitals receiving a penalty tend to reduce charity care among higher income patients (100%-200% FPL). These findings are consistent with two separate responses to the incentives. Hospitals receiving bonuses appear to be cream-skimming healthier, wealthier individuals while hospitals receiving penalties appear to be shifting the focus of their charity care to the most needy, likely in an effort to reduce cost of care levels overall while maintaining their community benefit programs, potentially as a result of goal gradient cognitive bias.

Background: Customers’ easy access to information and communications technology has increased the pressure for firms to deliver good experiences within tourism. This is due to that customers can now easily compare tourism services between different firms online. The quality of experiences is affected by good service delivery that can be improved by several actors within a service ecosystem. Furthermore, service delivery leads to value co-creation between all the actors that are involved. Purpose: The purpose of this study is to examine how firms can create good experiences via service ecosystems and how they can co-create value with local service providers. Methodology: The study follows a qualitative research approach. Findings are based on an embedded case study consisting of interviews, observation participation and information from secondary sources such as official documents and documents from the case firm. Findings: Travel firm scan create good experiences by having an organisational culture and structure that increases commitment within the organization and service ecosystem. This can be achieved by aligning organisational goals with the goals of the actors within the service ecosystem. Furthermore, experiences can be improved by technology since it allows for smoother communication within the ecosystem. Good experiences can lead to brand value, which can result in positive electronic word of mouth and more customers. More customers increase economic value within the service ecosystem, which can increase the standard of living for local service providers. In addition, service ecosystems can yield intangible value from social and environmental aspects.

For management to perform its functions of planning, organizing, leading and controlling effectively, a control process has to be in place. This control process should incorporate a target or standard measures and compares performance with the standard, evaluates results and takes any necessary corrective action. Hence, the introduction of the control process, including the measurement and evaluation of performance, has been recognized as a significant progression to ensure organizations achieve their objectives and goals.There are a number of performance measurement tools for management to select but one that stands out as possibly the preferred method is Value-based management (VBM). Value-based management, a relatively new concept, offers management a better way to measure performance in today’s business environment. The application of VBM links business strategy, finance, performance measurement and management processes all together to create value. VBM tells how the value of an organization is maximized, while developing corporate value is the best long-term measure to show how good the present management is doing its job. Therefore, VBM indicates the current situation as well as future prospects of an organization. Further, VBM helps managers and employees to obtain a sharper focus of the corporate vision and objectives based on one leading measurement indicator – that is to enhance corporate value. Unlike many performance measurement tools that may focus on many objectives, which may cause the lack of single focus for accountability for shareholder value, VBM provides a clearer objective focusing on the financial objectives across the organization. More importantly, VBM includes the cost of all capital required, while many performance measurement tools still provide incomplete information about cost.The purpose of this research is to study what organization factors influence the choice of performance measurement tools, such as VBM selected by management. This research also studies the manner in which the selection and the use of VBM might affect the performance of organizations in Thailand. A number of studies were made in the past dealing with the effectiveness of VBM.These studies analyzed how VBM assisted management in their administration and measurement of organizational activities. These researches add significantly to the body of knowledge and advance the concept of VBM. However, most researchers ignored an important aspect and that is, what factors influence the management to select and utilize VBM tools in their organization. This research attempts to address this knowledge gap, and answer the following questions: • What are the organization factors that could influence the selection and the use of VBM tools to measure organization performance? Then importantly,• Do the selection and the use of VBM tools improve organization performance?To examine and to properly evaluate the above questions, this research study identifies four key objectives. First, factors that influence management in selecting value based management tools to measure performance and set standards are to be identified. Second, identify the relationship between organization performance, the use of VBM and certain organization factors such as organization size, market share position and product life cycle stages. Third, study the impact of VBM on organization performance in the Thai environment. Fourth, provide information on how VBM is selected and used in the electrical and electronic industry in Thailand.The following three hypotheses were proposed to study the behaviour of variables:Hypothesis 1: Organization factors are not the determining factors for selecting and using VBM tools for performance measurement.Hypothesis 2: VBM tool selected and used by an organization do not influence its organization performance.Hypothesis 3: The relationship between organization factors and organization performance are not mediated by the VBM tools selected and used by an organization to measure organization performance.To test the hypotheses empirically, a mailed-survey questionnaire was used to collect data. A stratified sampling technique on a population of 462 Head of Finance/Accounting Departments of the Electrical and Electronics Industry of Thailand was employed. The above hypotheses were tested using several analytical techniques including regression model, correlation coefficient and factor analysis.The result of this research indicates that none of the chosen organization factors studied directly influences the selection and the use of VBM tools. In addition, the findings indicated a significant relationship between independent variables, which are organization size and market share position. But these two factors do not establish significantly relationship with the VBM or an organization performance. Further, although the product life cycle stage was not a factor that influenced the selection and the use of VBM tools, it showed a significant negative relationship with organization performance. This was regardless of whether or not the organization selected and used VBM tools. This indicates that the selection and the use of VBM tools are less preferable when the product of an organization is at the early stages such as emerging and growth stages. On the other hand, VBM tools are more preferred by an organization when its product reaches maturity. Finally, these research findings demonstrate that the selection and the use of VBM tools are significantly related to an improvement in organization performance. In other words, the performance of an organization improved with the use of the VBM tool.It is believed that this research is a first attempt to delineate factors that influence management to select and utilize VBM tools in their organizations. One nation, Thailand and one Industry, the electrical and electronic industry were used as the laboratory to test the hypotheses. It is hoped that future research will replicate this study in other industries and countries that would help to confirm the results of this study. Such studies will not only substantiate this research but also offer new insights into understanding the factors influencing the selection and the use of VBM tools. Different organizational factors, different performance measurement tools, and/or different methodologies in conducting the research showed further contribute to knowledge in this area. The research opportunities are considerable, especially in relation to cross-country comparisons based on performance measurements, using VBM tools and it is this type of research that will improve our understanding of the subject and lead to adoption of these measures in organizations.

Pastaruoju metu vis dažniau kalbama apie neskaidrią žiniasklaidą, jos komercialėjimą, mažėjantį visuomenės pasitikėjimą ja, taip pat pasigirsta pranešimų apie profesinei etikai nusižengusius žurnalistus. Vis garsiau prabylama ir apie iš��ūkius pačiai žurnalisto profesijai, nes dėl technologijų evoliucijos, interneto teikiamų galimybių plečiasi „žurnalisto“ samprata – dabar kone kiekvienas rašantis gali publikuoti savo straipsnius internetinėje erdvėje ir vadintis žurnalistu. Todėl galima teigti, jog žurnalistinį išsilavinimą turintys profesionalai yra ta grandis, kuri gali ir turi išlaikyti, įtvirtinti bei apginti profesinius standartus, profesionaliąją žurnalistiką. Todėl šio darbo tikslas – įvertinti teorinį žurnalistikos mokymo vaidmenį ugdant profesines vertybes ir jų pritaikomumą praktinėje veikloje bei pateikti šiandienos žurnalisto profesinį portretą. Tyrimo objektas – žurnalisto profesinių vertybių ugdymas ir jų taikymas praktikoje. Pirmoji darbo dalis skirta žurnalisto profesinės etikos problematikai bei normatyvinių profesinių vertybių aptarimui. Rinkos sąlygų įtakos objektyvumo, teisingumo, sąžiningumo, tikslumo, atsakingumo, demokratiškumo ir humanizmo principų taikymui praktikoje atskleidžiamos antrajame darbo skyriuje. Pristačius pasirinktą teorinę perspektyvą, trečiojoje darbo dalyje kalbama apie žurnalistų rengimą, keliamus tikslus, ugdomas kompetencijas, etikos bei vertybinius ugdymo elementus. Be to, šioje dalyje, atlikus empirinį tyrimą, aptariami... [toliau žr. visą tekstą] / It can be noticed recently that more and more often discussions about media transparency problems, its commercialization trends, and the succeeding decrease in public trust arise. One can hear news about journalists who have violated canons of professional ethics. Therefore, not surprisingly more attention is paid to possible challenges the journalist’s profession faces itself, also having in mind that the technological evolution and the possibilities provided by internet broadens the concept of journalist allowing everyone who writes to place his or her article on internet and call himself or herself a journalist. Thus, it can be claimed that professionals who have journalistic education is the very link that can and must retain, strengthen and defend professional standards, as well as professional and qualitative journalism. Therefore, the aim of this paper is to evaluate the role of the theoretical aspect of the journalistic education in shaping the understanding of professional values and their applicability in practice, and also to present a realistic professional portrayal of today’s journalist. The object of the research is the education of journalist’s professional values and their application in practice. The first part of the paper is devoted to discuss the topic of journalist’s professional ethics and the seven normative professional values. The influence market-driven forces can have on the application of the values of objectivity, fairness, honesty, accuracy... [to full text]

The cost of mining companies listed on the Johannesburg Stock Exchange (JSE) have not been immune to inflationary pressures. Increasing cost pressures, lower grades, and reduced electricity supply imply that management will have to apply rigorous cost saving measures to mitigate the effect on profits. One such measure is value based management (VBM). VBM is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. Discounted cash flow to the present value at the weighted average cost of capital lies at the heart of these metrics. Through the use of value mapping, underlying value drivers are linked to the overall strategy of value creation. While value-based management is used to increase shareholder value, one of the serious drawbacks is the short-term focus on immediate results to the detriment of long-term sustainable competitive advantage. A quantitative study was done on the mining sector to determine if investors can use productivity as a value based management measurement to predict share price movement. The results from this study indicate that productivity measures do not influence share price. Productivity is good for determining shareholder value, but not adequate for determining stock performance. Even though it was found that investors do not rely on productivity measures, companies should still focus on creating value for the shareholders. It is beneficial to investors to understand what value based management is, and to understand management actions in terms of value creation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

The cost of mining companies listed on the Johannesburg Stock Exchange (JSE) have not been immune to inflationary pressures. Increasing cost pressures, lower grades, and reduced electricity supply imply that management will have to apply rigorous cost saving measures to mitigate the effect on profits. One such measure is value based management (VBM). VBM is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. Discounted cash flow to the present value at the weighted average cost of capital lies at the heart of these metrics. Through the use of value mapping, underlying value drivers are linked to the overall strategy of value creation. While value-based management is used to increase shareholder value, one of the serious drawbacks is the short-term focus on immediate results to the detriment of long-term sustainable competitive advantage. A quantitative study was done on the mining sector to determine if investors can use productivity as a value based management measurement to predict share price movement. The results from this study indicate that productivity measures do not influence share price. Productivity is good for determining shareholder value, but not adequate for determining stock performance. Even though it was found that investors do not rely on productivity measures, companies should still focus on creating value for the shareholders. It is beneficial to investors to understand what value based management is, and to understand management actions in terms of value creation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

For management to perform its functions of planning, organizing, leading and controlling effectively, a control process has to be in place. This control process should incorporate a target or standard measures and compares performance with the standard, evaluates results and takes any necessary corrective action. Hence, the introduction of the control process, including the measurement and evaluation of performance, has been recognized as a significant progression to ensure organizations achieve their objectives and goals.There are a number of performance measurement tools for management to select but one that stands out as possibly the preferred method is Value-based management (VBM). Value-based management, a relatively new concept, offers management a better way to measure performance in today’s business environment. The application of VBM links business strategy, finance, performance measurement and management processes all together to create value. VBM tells how the value of an organization is maximized, while developing corporate value is the best long-term measure to show how good the present management is doing its job. Therefore, VBM indicates the current situation as well as future prospects of an organization. Further, VBM helps managers and employees to obtain a sharper focus of the corporate vision and objectives based on one leading measurement indicator – that is to enhance corporate value. Unlike many performance measurement tools that may focus on many objectives, which may cause the lack of single focus for accountability for shareholder value, VBM provides a clearer objective focusing on the financial objectives across the organization. More importantly, VBM includes the cost of all capital required, while many performance measurement tools still provide incomplete information about cost.The purpose of this research is to study what organization factors influence the choice of performance measurement tools, such as VBM selected by management. This research also studies the manner in which the selection and the use of VBM might affect the performance of organizations in Thailand. A number of studies were made in the past dealing with the effectiveness of VBM.These studies analyzed how VBM assisted management in their administration and measurement of organizational activities. These researches add significantly to the body of knowledge and advance the concept of VBM. However, most researchers ignored an important aspect and that is, what factors influence the management to select and utilize VBM tools in their organization. This research attempts to address this knowledge gap, and answer the following questions: • What are the organization factors that could influence the selection and the use of VBM tools to measure organization performance? Then importantly,• Do the selection and the use of VBM tools improve organization performance?To examine and to properly evaluate the above questions, this research study identifies four key objectives. First, factors that influence management in selecting value based management tools to measure performance and set standards are to be identified. Second, identify the relationship between organization performance, the use of VBM and certain organization factors such as organization size, market share position and product life cycle stages. Third, study the impact of VBM on organization performance in the Thai environment. Fourth, provide information on how VBM is selected and used in the electrical and electronic industry in Thailand.The following three hypotheses were proposed to study the behaviour of variables:Hypothesis 1: Organization factors are not the determining factors for selecting and using VBM tools for performance measurement.Hypothesis 2: VBM tool selected and used by an organization do not influence its organization performance.Hypothesis 3: The relationship between organization factors and organization performance are not mediated by the VBM tools selected and used by an organization to measure organization performance.To test the hypotheses empirically, a mailed-survey questionnaire was used to collect data. A stratified sampling technique on a population of 462 Head of Finance/Accounting Departments of the Electrical and Electronics Industry of Thailand was employed. The above hypotheses were tested using several analytical techniques including regression model, correlation coefficient and factor analysis.The result of this research indicates that none of the chosen organization factors studied directly influences the selection and the use of VBM tools. In addition, the findings indicated a significant relationship between independent variables, which are organization size and market share position. But these two factors do not establish significantly relationship with the VBM or an organization performance. Further, although the product life cycle stage was not a factor that influenced the selection and the use of VBM tools, it showed a significant negative relationship with organization performance. This was regardless of whether or not the organization selected and used VBM tools. This indicates that the selection and the use of VBM tools are less preferable when the product of an organization is at the early stages such as emerging and growth stages. On the other hand, VBM tools are more preferred by an organization when its product reaches maturity. Finally, these research findings demonstrate that the selection and the use of VBM tools are significantly related to an improvement in organization performance. In other words, the performance of an organization improved with the use of the VBM tool.It is believed that this research is a first attempt to delineate factors that influence management to select and utilize VBM tools in their organizations. One nation, Thailand and one Industry, the electrical and electronic industry were used as the laboratory to test the hypotheses. It is hoped that future research will replicate this study in other industries and countries that would help to confirm the results of this study. Such studies will not only substantiate this research but also offer new insights into understanding the factors influencing the selection and the use of VBM tools. Different organizational factors, different performance measurement tools, and/or different methodologies in conducting the research showed further contribute to knowledge in this area. The research opportunities are considerable, especially in relation to cross-country comparisons based on performance measurements, using VBM tools and it is this type of research that will improve our understanding of the subject and lead to adoption of these measures in organizations.

For management to perform its functions of planning, organizing, leading and controlling effectively, a control process has to be in place. This control process should incorporate a target or standard measures and compares performance with the standard, evaluates results and takes any necessary corrective action. Hence, the introduction of the control process, including the measurement and evaluation of performance, has been recognized as a significant progression to ensure organizations achieve their objectives and goals.There are a number of performance measurement tools for management to select but one that stands out as possibly the preferred method is Value-based management (VBM). Value-based management, a relatively new concept, offers management a better way to measure performance in today’s business environment. The application of VBM links business strategy, finance, performance measurement and management processes all together to create value. VBM tells how the value of an organization is maximized, while developing corporate value is the best long-term measure to show how good the present management is doing its job. Therefore, VBM indicates the current situation as well as future prospects of an organization. Further, VBM helps managers and employees to obtain a sharper focus of the corporate vision and objectives based on one leading measurement indicator – that is to enhance corporate value. Unlike many performance measurement tools that may focus on many objectives, which may cause the lack of single focus for accountability for shareholder value, VBM provides a clearer objective focusing on the financial objectives across the organization. More importantly, VBM includes the cost of all capital required, while many performance measurement tools still provide incomplete information about cost.The purpose of this research is to study what organization factors influence the choice of performance measurement tools, such as VBM selected by management. This research also studies the manner in which the selection and the use of VBM might affect the performance of organizations in Thailand. A number of studies were made in the past dealing with the effectiveness of VBM.These studies analyzed how VBM assisted management in their administration and measurement of organizational activities. These researches add significantly to the body of knowledge and advance the concept of VBM. However, most researchers ignored an important aspect and that is, what factors influence the management to select and utilize VBM tools in their organization. This research attempts to address this knowledge gap, and answer the following questions: • What are the organization factors that could influence the selection and the use of VBM tools to measure organization performance? Then importantly,• Do the selection and the use of VBM tools improve organization performance?To examine and to properly evaluate the above questions, this research study identifies four key objectives. First, factors that influence management in selecting value based management tools to measure performance and set standards are to be identified. Second, identify the relationship between organization performance, the use of VBM and certain organization factors such as organization size, market share position and product life cycle stages. Third, study the impact of VBM on organization performance in the Thai environment. Fourth, provide information on how VBM is selected and used in the electrical and electronic industry in Thailand.The following three hypotheses were proposed to study the behaviour of variables:Hypothesis 1: Organization factors are not the determining factors for selecting and using VBM tools for performance measurement.Hypothesis 2: VBM tool selected and used by an organization do not influence its organization performance.Hypothesis 3: The relationship between organization factors and organization performance are not mediated by the VBM tools selected and used by an organization to measure organization performance.To test the hypotheses empirically, a mailed-survey questionnaire was used to collect data. A stratified sampling technique on a population of 462 Head of Finance/Accounting Departments of the Electrical and Electronics Industry of Thailand was employed. The above hypotheses were tested using several analytical techniques including regression model, correlation coefficient and factor analysis.The result of this research indicates that none of the chosen organization factors studied directly influences the selection and the use of VBM tools. In addition, the findings indicated a significant relationship between independent variables, which are organization size and market share position. But these two factors do not establish significantly relationship with the VBM or an organization performance. Further, although the product life cycle stage was not a factor that influenced the selection and the use of VBM tools, it showed a significant negative relationship with organization performance. This was regardless of whether or not the organization selected and used VBM tools. This indicates that the selection and the use of VBM tools are less preferable when the product of an organization is at the early stages such as emerging and growth stages. On the other hand, VBM tools are more preferred by an organization when its product reaches maturity. Finally, these research findings demonstrate that the selection and the use of VBM tools are significantly related to an improvement in organization performance. In other words, the performance of an organization improved with the use of the VBM tool.It is believed that this research is a first attempt to delineate factors that influence management to select and utilize VBM tools in their organizations. One nation, Thailand and one Industry, the electrical and electronic industry were used as the laboratory to test the hypotheses. It is hoped that future research will replicate this study in other industries and countries that would help to confirm the results of this study. Such studies will not only substantiate this research but also offer new insights into understanding the factors influencing the selection and the use of VBM tools. Different organizational factors, different performance measurement tools, and/or different methodologies in conducting the research showed further contribute to knowledge in this area. The research opportunities are considerable, especially in relation to cross-country comparisons based on performance measurements, using VBM tools and it is this type of research that will improve our understanding of the subject and lead to adoption of these measures in organizations.