This book describes and analyses value-based management (VBM). While previous research has focused on the measures, eg. EVA, advanced in the normative VBM literature, it is demonstrated that VBM can be understood to concern more than just measurement. Beyond a revision of measurement aspects, it is shown that the advocates of VBM argue for an alteration of management process aspects as well. Case-based evidence from six self-proclaimed adopters leads to the conclusion that VBM benefits from a consideration of measurement and management process aspects in tandem. Depending on the design characteristic revisions brought about by the adoption, it is suggested that VBM can result in four different orientations - a measurement orientation, a reengineering orientation, a status quo orientation and a management orientation. The results show that the adoption of VBM has resulted in more extensive design characteristic revisions than reported in previous research. Even so, it is demonstrated that there are reasons for moderating the merits ascribed to VBM.