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Pursuing Sustainability with the Balanced Scorecard: Between Shareholder Value and Multiple Goal Optimisation
16 references·0 citing·35 second hop
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 2003Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review15,354 cited
  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1979A Three-Dimensional Conceptual Model of Corporate Performance10,478 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change4,965 cited
  • 1978Organizational Strategy, Structure, and Process4,527 cited
  • 2002Beyond the business case for corporate sustainability4,026 cited
  • 2013The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail3,681 cited
  • 1996CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS2,554 cited

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2001
Value Maximisation, Stakeholder Theory, and the Corporate Objective Function
2,289 cited
  • 2009Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance2,224 cited
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