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DEPARTMENTS & COLUMNS - HEADSTART - THE BALANCED SCORECARD - The concept is immaculate. The implementation is often less so
Venkatraman, Ganesh; Gering, Michael - In: Business quarterly 64 (2000) 3, pp. 10
Persistent link: https://www.econbiz.de/10006698515
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ACTIVITY BASED COSTING: LESSONS LEARNED IMPLEMENTING ABC
Gering, Michael - In: Management accounting 77 (1999) 5, pp. 26-27
Persistent link: https://www.econbiz.de/10006298721
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ACTIVITY BASED COSTING AND PERFORMANCE IMPROVEMENT - Second in a series
Gering, Michael - In: Management accounting 77 (1999) 3, pp. 24-25
Persistent link: https://www.econbiz.de/10006300282
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ACTIVITY-BASED COSTING: FOCUSING ON WHAT COUNTS - First in a four-part series
Gering, Michael - In: Management accounting 77 (1999) 2, pp. 20-21
Persistent link: https://www.econbiz.de/10006301029
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Features - Knowledge management - Michael Gering and Manfred Schmauch explain why your company's future depends on how it manages what its people know
Gering, Michael; Schmauch, Manfred - In: Management accounting (2001), pp. 38-51
Persistent link: https://www.econbiz.de/10006273242
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Features - Central beating: Making the balanced scorecard work, by Michael Gering and Keith Rosmarin
Gering, Michael; Rosmarin, Keith - In: Management accounting 78 (2000) 6, pp. 32-33
Persistent link: https://www.econbiz.de/10006287890