Queen Mary, University of London
Engineering
Masquerade attack refers to an attack that uses a fake identity, to gain unauthorized access to personal computer information through legitimate access identification. Automatic discovery of masqueraders is sometimes undertaken by... more
Public cloud infrastructures provide flexible hosting for web application providers, but the rented virtual machines (VMs) often offer unpredictable performance to the deployed applications. Understanding cloud performance is challenging... more
This work analyzes the chracteristics of an analog chorus device based on the TDA1022 bucket-brigade device and suggests a digital model of it. The chorus device examined is the one that can be found in the Vermona Piano Strings which... more
The balanced scorecard is a performance management framework that became popular during the early 1990s. This paper describes changes to the definition of the framework that have occurred since then, recognising within these changes three... more
The Balanced Scorecard and the European Foundation for Quality Management (EFQM) Business Excellence Model are tools that use measures of an organisation’s performance to drive organisational improvement – generally by highlighting... more
Quality initiatives in the West have produced limited long-term success compared with equivalent initiatives in Japan. Some claim that this is due to the absence of explicit links between strategy and operational initiatives. The paper... more
This paper describes a project to design and implement a strategic performance management system within Zamil Air Conditioners (ZAC). In 2001 ZAC had developed its first ever strategic plan using traditional rationalist methods, but with... more
This paper is a case study exploring the design of a new corporate performance management (CPM) system for a UK government agency. The UK Environment Agency employs 11,000 staff in more than 40 discrete management units (comprising... more
This paper compares, and contrasts two of the most widely adopted Performance Management (PM) frameworks,‐ Balanced Scorecard and Results-Based Management. It reviews the two frameworks’ independent origins and separate evolutionary... more
The Balanced Scorecard is a widely adopted performance management framework first described in the early 1990s. More recently it has been proposed as the basis for a 'strategic management system'. This paper describes its... more
Abstract Following years of management reform, strategic management has recently become an imperative in public sector. This paper presents research on the application of the Balanced Scorecard and associated management processes for... more
This paper presents the initial findings from a survey of performance measurement and management practice in the Saudi Arabian public sector.
Since Western economies began to adopt Quality Management principles in the early 80s, it has been noted that quality initiatives have produced limited long-term success when compared with equivalent initiatives in Japan, where quality... more
Intellectual capital measures must have relevance to the organisation to which they relate, such relevance being obtained through linking intellectual capital measures to strategy. Literature on intellectual capital frequently advocates... more
- by Gavin Lawrie
Recent research has indicated that the degree of strategic planning in organisations is likely to have a direct impact on business performance and business evaluation. However, these findings leave small and medium-sized businesses (SMEs)... more
Purpose This paper aims to assess the utility of an approach to the design of multiple Balanced Scorecards within large/complex organisations, consider the relevance of “emergent strategising” in this kind of strategy implementation and... more
is paper compares and contrasts two of the most widely adopted Performance Management (PM) frameworks – Balanced Scorecard and Results-Based Management. It reviews the two frameworks’ independent origins and separate evolutionary paths,... more