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Table of Contents
Intro; Dedication; Table of Contents; List of Abbreviations; List of Figures; List of Tables; Abstract; Rezumat; Introduction; Part I: Current State of Scientific Knowledge in the Field of Research; 1 Building up the concept of organisational performance; 1.1 Performance evaluation
main target of organization aiming to create competitive advantage; 1.1.1 Aspects of performance measurement; 1.1.2 Frameworks to evaluate organizational effectiveness; 1.1.3 The balanced scorecard and other methods to assess organizational performance
1.1.4 Summary of frameworks and current status of performance measurement1.2 Performance in sustainable business processes considering management- and leadership aspects; 1.2.1 The shift from structure to behavior and the importance of the leadership style; 1.2.2 Current status of business process management; 1.2.3 Industry-wide applied agile methodologies; 1.3 Connections between performance of business processes and knowledge management; 1.3.1 Organizational culture and the effect on processes
1.3.2 The importance of knowledge management and leadership styles aiming to the performance of business processes1.3.3 Evaluating knowledge management and organizational learning through intellectual capital; 1.3.4 Measuring of intellectual capital as an essential element of evaluating performance; 2 The connection of risk management and sustainable business process performance; 2.1 Enterprise risk management and applied operational frameworks; 2.1.1 Traditional and enterprise risk management and existing frameworks; 2.1.2 Limitations of enterprise risk management within existing frameworks
2.1.3 Summary of the usage and principles of operational and enterprise risk management2.2 Measuring efficiency and effectiveness within risk management frameworks; 2.2.1 Measuring effectiveness of risk management; 2.2.2 Measuring efficiency of risk management; 2.2.3 Key performance indicators within enterprise risk management; 2.2.4 Discussing on the problems of measuring risk and performance within enterprise risk management frameworks; 2.2.5 Current tendencies within the theory and practice of enterprise risk management
3 Influence of integrated management systems on sustainable business processes3.1 The relationship between sustainable business processes and integrated management systems; 3.2.1 Overview of management systems; 3.2.2 The role of international norms in integrated management systems; 3.2.3 Comprising the study of the relationship between sustainable business processes and management systems; 3.3 Influence factors for performance in integrated management systems; 3.3.1 The balanced scorecard and the execution premium as strategic link
main target of organization aiming to create competitive advantage; 1.1.1 Aspects of performance measurement; 1.1.2 Frameworks to evaluate organizational effectiveness; 1.1.3 The balanced scorecard and other methods to assess organizational performance
1.1.4 Summary of frameworks and current status of performance measurement1.2 Performance in sustainable business processes considering management- and leadership aspects; 1.2.1 The shift from structure to behavior and the importance of the leadership style; 1.2.2 Current status of business process management; 1.2.3 Industry-wide applied agile methodologies; 1.3 Connections between performance of business processes and knowledge management; 1.3.1 Organizational culture and the effect on processes
1.3.2 The importance of knowledge management and leadership styles aiming to the performance of business processes1.3.3 Evaluating knowledge management and organizational learning through intellectual capital; 1.3.4 Measuring of intellectual capital as an essential element of evaluating performance; 2 The connection of risk management and sustainable business process performance; 2.1 Enterprise risk management and applied operational frameworks; 2.1.1 Traditional and enterprise risk management and existing frameworks; 2.1.2 Limitations of enterprise risk management within existing frameworks
2.1.3 Summary of the usage and principles of operational and enterprise risk management2.2 Measuring efficiency and effectiveness within risk management frameworks; 2.2.1 Measuring effectiveness of risk management; 2.2.2 Measuring efficiency of risk management; 2.2.3 Key performance indicators within enterprise risk management; 2.2.4 Discussing on the problems of measuring risk and performance within enterprise risk management frameworks; 2.2.5 Current tendencies within the theory and practice of enterprise risk management
3 Influence of integrated management systems on sustainable business processes3.1 The relationship between sustainable business processes and integrated management systems; 3.2.1 Overview of management systems; 3.2.2 The role of international norms in integrated management systems; 3.2.3 Comprising the study of the relationship between sustainable business processes and management systems; 3.3 Influence factors for performance in integrated management systems; 3.3.1 The balanced scorecard and the execution premium as strategic link