| Preface and Summary | 5 |
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| Abbreviations | 8 |
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| List of Figures | 11 |
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| List of Tables | 12 |
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| Contents | 14 |
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| 1 Performance Issues in the Global Knowledge Economy: The Need for an Extended Framework for Enterprises | 19 |
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| 1.1 Introduction | 19 |
| 1.1.1 Background: Globalization and the Global Knowledge Economy | 19 |
| 1.1.2 The Behaviour of Management and the Role of Companies in Society | 21 |
| 1.1.3 The Supply Chain Imperative | 22 |
| 1.1.4 Organizational Performance Management and Measurement | 24 |
| 1.1.5 The Elements of Performance | 25 |
| 1.1.6 Measures of Performance | 26 |
| 1.1.7 Data Envelopment Analysis | 28 |
| 1.1.8 Background to the Australian Case Study | 29 |
| 1.2 Objectives | 30 |
| 1.3 Methodology | 31 |
| 1.4 Contribution of this Book | 32 |
| 1.4.1 Limitations of Existing Literature | 32 |
| 1.4.2 A New Approach-Overcoming the Limitations | 33 |
| 1.5 Structure of the Book | 33 |
| 2 Critical Literature Review: The Roles of Organization Behaviour, Corporate Governance and Supply Chain Management in the Measurement of Performance for Commercial Enterprises in a Global Knowledge Economy | 36 |
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| 2.1 Introduction: Issues and Developments in Contemporary Global Knowledge Economics and Business | 36 |
| 2.2 The Emergence of a Global Knowledge Economy | 38 |
| 2.2.1 Globalization of Australian Business | 38 |
| 2.2.2 Competition for Australian Business in a Global Economy | 39 |
| 2.2.3 The Emergence of Global Knowledge as Capital | 41 |
| 2.3 The Emergence of an OSTS Approach to OB | 44 |
| 2.3.1 Introduction | 44 |
| 2.3.2 The Founding Fathers | Weber, Durkheim and Pareto |
| 2.3.3 The Human Relations School and the Tavistock Institute | 46 |
| 2.3.4 Systems Theory | 47 |
| 2.3.5 Open Socio-Technical Systems | 48 |
| 2.4 The Corporate Governance and Social Responsibility Approach to Organization Performance Strategy | 52 |
| 2.4.1 Introduction | 52 |
| 2.4.2 The Current Corporate Governance Forum | 53 |
| 2.4.3 Ethics and Morality in Business | 55 |
| 2.5 The SCM Approach to Organization Performance | 57 |
| 2.6 The Measurement of Organization Performance | 63 |
| 2.7 DEA and the Measurement of Efficiency | 66 |
| 2.7.1 Introduction: Background and Brief History of the Model | 66 |
| 2.7.2 Recent Research and Model Development | 68 |
| 2.8 Conclusion | 70 |
| 3 Conceptual Framework and Research Methodology: A New Approach to PM | 71 |
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| 3.1 Introduction | 71 |
| 3.2 Conceptual Framework for PM | 72 |
| 3.3 The OBPM Model | 75 |
| 3.4 The Optimization Model of Business Using DEA | 77 |
| 3.4.1 Stages of an Applied Operations Research Study | 77 |
| 3.4.2 The Procedure for DEA Application | 79 |
| 3.5 Linear Programming and DEA | 81 |
| 3.5.1 Linear Programming | 82 |
| 3.5.2 Linear Programming for DEA | 82 |
| 3.5.3 Mathematical Programming with Spreadsheets | 84 |
| 3.6 Alternative Methodologies for Measuring Efficiency | 84 |
| 3.6.1 Ratio Analysis and Efficiency Evaluation with Multiple Input and Multiple Output | 84 |
| 3.6.2 The Pure Programming Approach | 85 |
| 3.6.3 Regression Analysis with Multi Inputs and Outputs | 87 |
| 3.6.4 The Deterministic Statistical Frontier Approach | 87 |
| 3.6.5 The Stochastic Frontier Approach | 88 |
| 3.7 Other Related Mathematical Models | 89 |
| 3.8 Research Data for this Study | 94 |
| 3.8.1 The Data Source | 95 |
| 3.8.2 The DEA Data | 95 |
| 3.8.3 Validating the DEA Model | 95 |
| 3.9 Conclusion | 96 |
| 4 DEA: Theory, Methods and Applications | 97 |
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| 4.1 Introduction | 97 |
| 4.2 The Basic Model | 98 |
| 4.2.1 DEA for One Output and Two Inputs | 101 |
| 4.2.2 DEA for Two Outputs and One Input | 103 |
| 4.3 Extensions to the Base Model | 105 |
| 4.3.1 Technical and Allocative Efficiencies: Input and Output Orientations | 105 |
| 4.3.2 Slack | 108 |
| 4.3.3 Returns to Scale | 109 |
| 4.3.4 Weighting the DMUs | 110 |
| 4.3.5 Setting the DMU Weights | 111 |
| 4.4 DEA: Assumptions, Strengths and Limitations | 113 |
| 4.4.1 Assumptions and Precautions of DEA | 113 |
| 4.4.2 Strengths and Advantages of DEA | 114 |
| 4.4.3 Weaknesses and Limitations of DEA | 114 |
| 4.5 Other Models and Issues | 115 |
| 4.6 Conclusion | 117 |
| 5 DEA of Corporate Governance: The Model and Its Application | 118 |
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| 5.1 Introduction | 118 |
| 5.2 Corporate Social Responsibility | 119 |
| 5.2.1 Stakeholder Engagement | 123 |
| 5.2.2 Ethical Business Behaviour | 124 |
| 5.2.3 Accountability | 124 |
| 5.2.4 Value Attuned Public Relations | 124 |
| 5.2.5 Dialogue | 125 |
| 5.3 The DEA of Corporate Social Responsibility | 125 |
| 5.3.1 The CSR Database | 123 |
| 5.3.2 The Black CSR Model | 126 |
| 5.3.3 DEA Justification | 126 |
| 5.4 Applying DEA | <