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Cited by

• 2004Competency-Based Model for Predicting Construction Project Managers’ Performance186 cited
• 2003Behavioral factors important for the successful implementation and use of performance management systems140 cited
• 2003Managing intellectual capital in a professional service firm: exploring the creativity–productivity paradox109 cited
• 2003The differing faces of managerial competency in Britain and America87 cited
• 2003Cross‐cultural effectiveness of Western expatriate‐Thai client interactions: lessons learned for IHRM research and theory48 cited
• 2011The impact of performance management on the results of a non‐profit organization39 cited
• 2005Exporting new public management: performance agreements in a Pacific microstate37 cited
• 2010Performance‐driven behavior as the key to improved organizational performance35 cited
• 2019Managing employee performance in transition economies: A study of Vietnamese public organizations29 cited
• 2004Evidence for crossvergence in the perception of task and contextual performance: a study of Western expatriates working in Thailand27 cited
• 2012Exploring the factors associated with employees' perceived appraisal accuracy: a study of Chinese state-owned enterprises24 cited
• 2019Managers’ strategic use of discretion over relative performance information provision and implications for team-members’ effort22 cited