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Warum die Balanced Scorecard nur selten als strategisches Managementsystem genutzt wird
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Warum die Balanced Scorecard nur selten als strategisches Managementsystem genutzt wird (2008)Warum die Balanced Scorecard nur selten a…A Theory of Cognitive Dissonance (2017)A Theory of Cognitive Dissona…Case Study Research (2004)Case Study ResearchGrounded Theory (2002)Grounded TheoryTransforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I (2001)Transforming the Balanced Sco…The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000)The Strategy-Focused Organiza…Performance management: a framework for management control systems research (1999)Performance management: a fra…The Link between Individual and Organizational Learning (1998)The Link between Individual a…The Balanced Scorecard (1998)The Balanced ScorecardThe balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Organizational Learning: A Theory of Action Perspective (1997)Organizational Learning: A Th…Using the balanced scorecard as a strategic management system (1996)Using the balanced scorecard …Linking the Balanced Scorecard to Strategy (1996)Linking the Balanced Scorecar…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…Cognitive consequences of forced compliance. (1959)Cognitive consequences of for…A Theory of Cognitive Dissonance (1957)A Theory of Cognitive Dissona…A framework of sustainable supply chain management: moving toward new theory (2008)Improving Impact Studies of Teachers’ Professional Development: Toward Better Conceptualizations and Measures (2009)Case study research: design and methods (2011)Contemporary Strategy Analysis (1998)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Impact of Corporate Sustainability on Organizational Processes and Performance (2014)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)The case for motivated reasoning. (1990)Managing Legitimacy: Strategic and Institutional Approaches (1995)The Emerging Field of Emotion Regulation: An Integrative Review (1998)Self-perception: An alternative interpretation of cognitive dissonance phenomena. (1967)Impression management: A literature review and two-component model. (1990)The role of stereotyping in system‐justification and the production of false consciousness (1994)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Psychological Safety and Learning Behavior in Work Teams (1999)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Performance measurement system design (1995)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)From the Editors: What Grounded Theory is Not (2006)When Multiplication Doesn't Equal Quick Addition: Examining Intersectionality as a Research Paradigm (2007)Routledge Handbook of Qualitative Research in Sport and Exercise (2016)Inequity In Social Exchange (1965)Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (2021)
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References

  • 1957A Theory of Cognitive Dissonance24,224 cited
  • 2017A Theory of Cognitive Dissonance18,122 cited
  • 2004Case Study Research15,455 cited
  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1997Organizational Learning: A Theory of Action Perspective11,107 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1996Using the balanced scorecard as a strategic management system5,014 cited
  • 2002Grounded Theory4,468 cited
  • 1959Cognitive consequences of forced compliance.2,944 cited
  • 2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment2,603 cited
  • 1998The Balanced Scorecard2,187 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal2,004 cited
  • 1998The Link between Individual and Organizational Learning1,961 cited
  • 2001Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I1,899 cited
  • 1996

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Linking the Balanced Scorecard to Strategy
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