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Performance on the right hand side
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Performance on the right hand side (2013)Performance on the right hand sideExternal Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…Measuring Organizational Performance: Towards Methodological Best Practice (2009)Measuring Organizational Perf…Management control systems as a package—Opportunities, challenges and research directions (2008)Management control systems as…Legitimacy in Organizational Institutionalism (2008)Legitimacy in Organizational …Doing Interviews (2007)Doing InterviewsPerformance implications of strategic performance measurement in financial services firms (2003)Performance implications of s…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…Performance management: a framework for management control systems research (1999)Performance management: a fra…Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction (1998)Are Nonfinancial Measures Lea…Management control systems and strategy: A critical review (1997)Management control systems an…Naturalistic inquiry (1985)Naturalistic inquiryStructural Inertia and Organizational Change (1984)Structural Inertia and Organi…An Evolutionary Theory of Economic Change. (1983)An Evolutionary Theory of Eco…Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition (1982)Managerial Response to Changi…The Politics of Organizational Decision-Making. (1976)The Politics of Organizationa…Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Richard M. Cyert & James G. M…Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation (2021)Integrating organisational- a…Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Does human capital matter? A meta-analysis of the relationship between human capital and firm performance. (2011)Performance Measurement: Challenges for Tomorrow* (2011)Top management knowledge value, knowledge sharing practices, open innovation and organizational performance (2019)The balanced scorecard : measures that drive performance (1992)Organizational culture and leadership (1993)The balanced scorecard: Translating strategy into action (1997)The design and use of performance management systems: An extended framework for analysis (2009)Configuring management control systems: Theorizing the integration of strategy and sustainability (2012)The contingency theory of management accounting and control: 1980–2014 (2016)Relevance Lost: The Rise and Fall of Management Accounting (1987)The balanced scorecard--measures that drive performance. (1992)Assessing empirical research in managerial accounting: a value-based management perspective (2001)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)Management control systems and strategy: A resource-based perspective (2005)The myopia of learning (1993)Managing Legitimacy: Strategic and Institutional Approaches (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Organizational Information Requirements, Media Richness and Structural Design (1986)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Exploration and Exploitation in Organizational Learning (1991)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Qualitative Interviews in Applied Linguistics: From Research Instrument to Social Practice (2010)The qualitative research interview (2011)Quality in Interpretive Engineering Education Research: Reflections on an Example Study (2013)Three Approaches to Qualitative Content Analysis (2005)Seeking Qualitative Rigor in Inductive Research (2012)Thematic Analysis (2017)
this work references cited by second hop

References

  • 1985Naturalistic inquiry45,666 cited
  • 1983An Evolutionary Theory of Economic Change.21,368 cited
  • 2011External Control of Organizations: Resource Dependence Perspective14,181 cited
  • 1984Structural Inertia and Organizational Change7,243 cited
  • 1964Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s.4,926 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 2009Measuring Organizational Performance: Towards Methodological Best Practice2,231 cited
  • 2007Doing Interviews2,179 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 1998Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction1,609 cited
  • 2008Legitimacy in Organizational Institutionalism1,605 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 1982Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition1,209 cited

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  • 1976The Politics of Organizational Decision-Making.1,169 cited
  • 2003Performance implications of strategic performance measurement in financial services firms1,156 cited
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    • 2021Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation12 cited