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Robert S. Kaplan

Researcher at Harvard University

Publications -  340
Citations -  68631

Robert S. Kaplan is an academic researcher from Harvard University. The author has contributed to research in topics: Balanced scorecard & Activity-based costing. The author has an hindex of 78, co-authored 309 publications receiving 66545 citations. Previous affiliations of Robert S. Kaplan include Booz Allen Hamilton & United States Naval Research Laboratory.

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Magneto‐optical studies of GaN and GaN/AlxGa1−xN: Donor Zeeman spectroscopy and two dimensional electron gas cyclotron resonance

TL;DR: In this article, the binding energy of Si donors, 29.0 meV, is much smaller than that of residual donors, in agreement with transport measurements, thus suggesting donor spectroscopy as a useful technique for defect/impurity qualitative analysis.
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For the last time: stock options are an expense.

TL;DR: It is not the proper role of accounting standards to distort executive and employee compensation by subsidizing one particular form of compensation and no other, the authors argue, and companies should choose compensation methods according to their economic benefits--not the way they are reported.

Pooling vs. Purchase: The Effects of Accounting for Mergers on Stock Prices

TL;DR: Hong et al. as mentioned in this paper analyzed a sample of pooling-of-interests mergers in the 1954-1964 period, and found no abnormal price movements in the period surrounding the merger or the earnings announcements immediately after the merger.
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How strategy maps frame an organization's objectives: in an excerpt from their new book, two noted authors on corporate management outline how organizations can mobilize and sustain their intangible assets for value-creating internal processes

TL;DR: In this article, the authors define strategy as "selecting the set of activities in which an organization will excel to create a sustainable difference in the marketplace." The sustainable difference can be to deliver greater value to customers than competitors, or to provide comparable value, but at lower costs than competitors.
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New Systems for Measurement and Control

TL;DR: Improved management accounting systems can be designed: 1) for operational control, to motivate the learning and improvement activities for managers and employees, and to provide feedback on the efficiency of operating processes; 2) for activity-based costing, to calculate accurately the profitability of individual products and customers; and 3) for capital investment decisions, to guide decisions on acquiring advanced technological capabilities as mentioned in this paper.