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The forces that shape organisational performance measurement systems: · Study

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ArticleThe forces that shape organisational performance measurement systems:

Andy D. Neely1999

Article1999

The forces that shape organisational performance measurement systems:

Andy D. Neely · Mike Kennerley

293 citations·0/0 files stored·International Journal of Production Economics

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Accounting and Organizational Management Accounting Theory and Financial Reporting Quality and Supply Management

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References

2019Diffusion of Innovations 1 1991The fifth discipline, the art and practice of the learning organization 1997The balanced scorecard: Translating strategy into action 1984Structural Inertia and Organizational Change 1953Field Theory in Social Science 1995Performance measurement system design 1990Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change 1996Institutions and Organizations.

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2020Linking Corporate Social Responsibility (CSR) and Organizational Performance: the moderating effect of corporate reputation 2014The Measurements of Firm Performance’s Dimensions 2008The impact of business process orientation on financial and non‐financial performance 2006Collaborative performance management: present gaps and future research 2006Development of a balanced scorecard 2012Towards a theory of supply chain alignment enablers: a systematic literature review

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Year1999

Typearticle

Published1999-04-01

VenueInternational Journal of Production Economics

ISSN-L0925-5273

Languageen

Citations293

Files0 public / 0

ShelfAccounting and Organizational Management

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doi10.1016/s0925-5273(98)00201-1

openalex_workW1503293134

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2017Examining the effect of external pressures and organizational culture on shaping performance measurement systems (PMS) for sustainability benchmarking: Some empirical findings

2005Managing through measures: a study of impact on performance