Interdependence between Incentive System Based on Economic Value Added, Financial Decision Making and Governance (Interdépendance entre le système d'incitation basé sur la valeur économique ajoutée, la prise de décisions financières et la gouvernance)

Author(s):  
Jihene El Ouakdi ◽  
Jacques Saint-Pierre
2021 ◽  
Author(s):  
Elisa Delpiazzo

<p>Due to the pervasive nature of climate change impacts, and their relevance for human welfare, climate services delivering advanced knowledge of climate change and variation are crucial. They aid informed decision-making at relevant spatial and timescale and to improve prevention, preparation, adaptation, and minimize residual damages. It is also imperative to evaluate the climate services with a view to quantify the economic value added of these services. Particularly crucial is to assess how the decision-making process of the service end users would unfold with and without the service to identify its differential impact on properly selected indicators of performance.</p><p>The co-generation (also called co-creation) in products and services was made popular by the business literature in the early 2000s and represents a conceptual shift from an emphasis on output to an emphasis on a mutually satisfying relational process between developers and users in service creation. It mainly consists of four stages, namely co-design, co-development, co-delivery, and co-evaluation. The stage of co-evaluation refers to the development and application of agreed upon criteria for the measurement of results. The criteria will touch upon both substantial and procedural issues. From a user perspective, it will be important to evaluate relevance, impact/benefits, utility, credibility, and costs (financial and human resources) in using climate services. These elements are important to assess the effectiveness and uptake of the service and possibly refine it towards these goals. From a developer perspective, important aspects to evaluate will include, for instance, the scientific quality of the service or its skill.</p><p>This presentation introduces the lessons learnt in the context of the H2020 project CLARA (Climate forecast enabled knowledge services) on how to effectively implement the interactions among researchers, end users and service developers to unveil the economic value added of climate services.</p>


Author(s):  
Milka E. Escalera-Chávez ◽  
Carlos A. Rojas-Kramer ◽  
Arturo García-Santillán ◽  
Gregorio Herrera Santiago

2020 ◽  
Vol 110 (03) ◽  
pp. 125-129
Author(s):  
Robin Sochor ◽  
Lukas Merkel ◽  
Stefan Braunreuther ◽  
Gunther Reinhart ◽  
Franz Greiter

Digitale, kognitive Assistenz- und betriebliche Anreizsysteme können zusammen Leistungsvoraussetzungen und -bereitschaft manueller Montagemitarbeiter fördern. Dieser Beitrag liefert eine Methode zur unternehmensspezifischen Quantifizierung des wirtschaftlichen Mehrwertes einer Anreizimplementierung zur Stimulation von Montagequalität, -produktivität und Wissensweitergabe.   Digital, cognitive assistance systems and operational incentive systems are able to improve the prerequisites and motivation for better performance of assembly workers. This article shows a method to quantify the economic value added by the implementation of an incentive system to stimulate quality, productivity and spread of knowledge in the manual assembly.


1999 ◽  
Vol 14 (3) ◽  
pp. 517-541 ◽  
Author(s):  
Robert M. Bowen ◽  
James S. Wallace

The purpose of the Interior Systems case is to introduce and critique the use of residual income measures for decision making, performance evaluation, and incentive compensation. In this case we focus on Stern Stewart's proprietary measure of residual income, Economic Value Added (EVA®). The case uses the setting of a multidivisional company that is struggling with the decision of what measure to use in performance evaluation. The company recognizes that the choice of performance measures is likely to affect managers' motivations and in turn decision making. The problem the company faces is which measure to use, especially in light of the differing key success drivers of the different divisions. The case has been used successfully at the undergraduate level, in M.B.A. programs, and in executive education programs.


2011 ◽  
Author(s):  
Gergana Y. Nenkov ◽  
Deborah MacInnis ◽  
Maureen Morrin

2013 ◽  
Author(s):  
Stephen J. Guastello ◽  
Katherine Reiter ◽  
Anton Shircel ◽  
Paul Timm ◽  
Matthew Malon ◽  
...  

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