No. |
File |
Judul |
1. |
99f0119 |
Debt concentration and bargaining power: large banks, small banks, and secondary market prices |
2. |
99f0120 |
The effect of managerial incentives to bear risk on corporate capital structure and R&D investment |
3. |
02f0121 |
Information, Trading Demand, and Future Price Volatility |
4. |
02f0122 |
Does price discreteness affect the increase in return volatility following stock splits? |
5. |
02f0123 |
Cost and profit efficiency of the Turkish banking industry: An empirical investigation |
6. |
03f0124 |
Cash flow immediacy and the value of investment timing |
7. |
03f0125 |
The impact of trust – preferred issuance on bank default risk and cash flow: evidence from the debt and equity securities markets |
8. |
03f0126 |
A comparison of underwriting costs of initial public offerings by investment and commercial banks |
9. |
04f0127 |
Analyzing Stock Market Volatility using Extreme-Day Measures |
10. |
04f0128 |
Financial contracting between managers and venture capitalists: the role of Value-added services, reputation seeking, and bargaining power |
11. |
04f0129 |
Free float and market liquidity: a study of Hong Kong government intervention |
Balanced Scorecard |
1. |
|
The Balanced Scorecard: The Effects of Assurance and Process Accountability on Managerial Judgment |
2. |
|
Adoption of the Balanced Scorecard: A Contingency Variables Analysis |
3. |
|
An Experimental Evaluation of the Effect of Voluntary Disclosure of Non-financial Performance Indicators and Assurance on this Information on Stock Price Estimates and Earnings Forecasts |
4. |
|
Factors that play a role in “managing through measures” |
5. |
|
The Effects of the Balanced Scorecard and Related Systems on Organisational Performance |
6. |
|
Debiasing Balanced Scorecard Evaluations |
7. |
|
Implementing a Strategic Planning Model for Small Manufacturing Firms: An Adaptation of the Balanced Scorecard |
8. |
|
Mental Accounting and the Balanced Scorecard |
9. |
|
Integrating Faculty Research Performance Evaluation and the Balanced Scorecard in AU Strategic Planning: A Collaborative Model |
10. |
|
PERFORMANCE MEASUREMENT AND ORGANIZATIONAL FFECTIVENESS: BRIDGING THE GAP |
11. |
|
COMMUNICATING AND CONTROLLING STRATEGY: AN EMPIRICAL STUDY OF THE EFFECTIVENESS OF THE BALANCED SCORECARD |
12. |
|
Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard |
13. |
|
THE EFFECTS OF ALTERNATIVE SUPPLEMENTARY INFORMATION DISPLAY FORMATS ON USE OF THE BALANCED SCORECARD |
14. |
|
An Application of the Balanced Scorecard to Public Transit System Performance Assessment |
15. |
|
Linking balanced scorecard measures to size and market factors: Impact on organizational performance |
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