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Performance measurement system design: Should process based approaches be adopted? · Study

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Performance measurement system design: Should process based approaches be adopted?

Andy D. Neely, John Mills, Ken W. Platts, Mike Gregory, Huw Richards

1996-12-01articleInternational Journal of Production Economics195 citationsclosed

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Accounting and Organizational Management Quality and Supply Management Corporate Governance and Management

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Citations in this library

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References

1992The balanced scorecard : measures that drive performance

1992The balanced scorecard--measures that drive performance.

1987Relevance Lost: The Rise and Fall of Management Accounting

1973Marketing Management: Analysis, Planning and Control

1991Performance measurement in service businesses

1990The New Performance Challenge: Measuring Operations for World-Class Competition

1990The paradox of strategic controls

1976Accounting and human behaviour

Cited by

2003Why do firms measure their intellectual capital?

2010Multi-criteria performance analysis for decision making in project management

2003Factors that play a role in “managing through measures”

2018Supply chain performance measures and metrics: a bibliometric study

2011Factors influencing the effectiveness of performance measurement systems

2011Reviewing and improving performance measurement systems: An action research

2002The role of coherent supply chain strategy and performance management in achieving competitive advantage: an international survey

2005An examination of the literature relating to issues affecting how companies manage through measures

Details

Year1996

Typearticle

VenueInternational Journal of Production Economics

Languageen

Files0 public / 0

Identifiers

doi10.1016/s0925-5273(96)00080-1

openalex_workW2006459131

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