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The impact of the performance measurement systems in setting the ‘direction’ in the University of Warwick
16 references·5 citing·39 second hop
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References

  • 1997Organizational Learning: A Theory of Action Perspective11,107 cited
  • 1991Organizational Learning: The Contributing Processes and the Literatures8,066 cited
  • 1993Applications of case study research7,853 cited
  • 1995Handbook of Qualitative Research.7,764 cited
  • 1999Doing Qualitative Research: A Practical Handbook5,958 cited
  • 1995Performance measurement system design3,257 cited
  • 1998Creating entrepreneurial universities : organizational pathways of transformation2,884 cited
  • 1996The New Public Management in Action2,187 cited
  • 1996Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia1,805 cited
  • 1990Multiparadigm Perspectives on Theory Building1,425 cited
  • 1991The performance measurement manifesto.1,295 cited
  • 1998The norms of entrepreneurial science: cognitive effects of the new university–industry linkages1,279 cited
  • 1999The performance measurement revolution: why now and what next?1,155 cited
  • 1994How new top managers use control systems as levers of strategic renewal1,068 cited
  • 1999Performance Measurement and Control Systems for Implementing Strategy1,030 cited

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  • 1989Visionary leadership and strategic management678 cited
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    • 2011Examining the strategy development process through the lens of complex adaptive systems theory45 cited
    • 2013Performance measurement in the Third Sector: the development of a stakeholder-focussed research agenda30 cited
    • 2018Balanced Scorecard in Universities28 cited
    • 2022Ambiguity in performance management systems of complex multi-stakeholder organisations20 cited
    • 2021Performance measurement and NPOs' effectiveness: does internal stakeholders' trust matter? Evidence from Palestine20 cited