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You Learn From What You Measure: Financial and Non-financial Performance Measures in Multinational Companies
16 references·16 citing·36 second hopsampled
You Learn From What You Measure: Financial and Non-financial Performance Measures in Multinational Companies (2010)You Learn From What You Measure: Financia…Weight Versus Voice: How Foreign Subsidiaries Gain Attention From Corporate Headquarters (2008)Weight Versus Voice: How Fore…Management control systems and strategy: A resource-based perspective (2005)Management control systems an…Coming Up Short on Nonfinancial Performance Measurement (2004)Coming Up Short on Nonfinanci…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…Coming up short on nonfinancial performance measurement. (2003)Coming up short on nonfinanci…Centers of excellence in multinational corporations (2002)Centers of excellence in mult…The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000)The Strategy-Focused Organiza…Managing foreign subsidiaries: agents of headquarters, or an interdependent network? (2000)Managing foreign subsidiaries…The Differentiated Network: Organizing Multinational Corporations for Value Creation (1998)The Differentiated Network: O…Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies (1998)Multinational Subsidiary Evol…Management control systems and strategy: A critical review (1997)Management control systems an…ENTREPRENEURSHIP IN MULTINATIONAL CORPORATIONS: THE CHARACTERISTICS OF SUBSIDIARY INITIATIVES (1997)ENTREPRENEURSHIP IN MULTINATI…Cultures and Organizations: Software of the Mind. (1993)Cultures and Organizations: S…Cultures and Organizations: Software of the Mind (1992)Cultures and Organizations: S…Relevance Lost: The Rise and Fall of Management Accounting (1987)Relevance Lost: The Rise and …Advanced Management Accounting (1983)Advanced Management AccountingThe link between green innovations, corporate performance, ESG activities, and sharing economy (2023)The link between green innova…Financial performance measurement of supply chains: a review (2021)Financial performance measure…Managing interrelated tensions in headquarters–subsidiary relationships: The case of a multinational hybrid organization (2020)Managing interrelated tension…The Role of Entrepreneurial Strategy, Network Ties, Human and Financial Capital in New Venture Performance (2019)The Role of Entrepreneurial S…Customer satisfaction index and financial performance: a European cross country study (2019)Customer satisfaction index a…Consequences of Strategic Performance Measurement Systems: A Meta-Analytic Review (2019)Consequences of Strategic Per…The impact of soft TQM on financial performance (2018)The impact of soft TQM on fin…Management control in multinational companies: a systematic literature review (2018)Management control in multina…Linking customer satisfaction with financial performance: an empirical study of Scandinavian banks (2018)Linking customer satisfaction…Effects of monitoring and incentives on supplier performance: An agency theory perspective (2018)Effects of monitoring and inc…Big Data Capabilities and Firm’s Performance: A Mediating Role of Competitive Advantage (2018)Big Data Capabilities and Fir…Advancing Performance Measurement Theory by Focusing on Subjects: Lessons from the Measurement of Social Value (2018)Advancing Performance Measure…Executing strategy through comprehensive performance measurement systems (2017)Executing strategy through co…Examining a positive psychological role for performance measures (2013)Examining a positive psycholo…Unbundling the construct of firm‐level international competitiveness (2011)Unbundling the construct of f…Exploring the roles of performance measurement systems in strategy implementation (2011)Exploring the roles of perfor…Structural equation modeling in practice: A review and recommended two-step approach. (1988)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)An empirical analysis of the levers of control framework (2007)Contemporary performance measurement systems: A review of their consequences and a framework for research (2012)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)Performance implications of strategic performance measurement in financial services firms (2003)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market Commitments (1977)The Theory of the Growth of the Firm (1995)The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation (2002)The Theory of Economic Development (2003)The effect of cultural distance on entry mode choice, international diversification, and MNE performance: a meta-analysis (2005)The Strategic Impact of External Networks: Subsidiary Performance and Competence Development in the Multinational Corporation (2015)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The resource-based view and international business (2001)MNC knowledge transfer, subsidiary absorptive capacity, and HRM (2003)Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2010)The Influence of Cultural Individualism-Collectivism, Self Construals, and Individual Values on Communication Styles Across Cultures (1996)Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on Team Innovation (2006)How does culture influence corporate risk-taking? (2013)Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I (2001)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)Performance Measure Congruity and Diversity in Multi-Task Principal/Agent Relations. (1994)Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance (2000)Balancing Search and Stability: Interdependencies Among Elements of Organizational Design (2003)Towards a dynamic theory of strategy (1991)Performance measurement system design (1995)The impact of supply chain integration on performance: A contingency and configuration approach (2009)Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2017)
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References

  • 1993Cultures and Organizations: Software of the Mind.17,690 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 1987Relevance Lost: The Rise and Fall of Management Accounting3,169 cited
  • 2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment2,603 cited
  • 1992Cultures and Organizations: Software of the Mind1,885 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 1998Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies1,254 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
  • 1997ENTREPRENEURSHIP IN MULTINATIONAL CORPORATIONS: THE CHARACTERISTICS OF SUBSIDIARY INITIATIVES1,132 cited
  • 1983Advanced Management Accounting916 cited
  • 2000Managing foreign subsidiaries: agents of headquarters, or an interdependent network?794 cited
  • 2002Centers of excellence in multinational corporations785 cited
  • 1998The Differentiated Network: Organizing Multinational Corporations for Value Creation779 cited
  • 2008Weight Versus Voice: How Foreign Subsidiaries Gain Attention From Corporate Headquarters

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720 cited
  • 2003Coming up short on nonfinancial performance measurement.633 cited
  • 2004Coming Up Short on Nonfinancial Performance Measurement603 cited
  • Cited by

    • 2018Linking customer satisfaction with financial performance: an empirical study of Scandinavian banks119 cited
    • 2013Examining a positive psychological role for performance measures113 cited
    • 2020Managing interrelated tensions in headquarters–subsidiary relationships: The case of a multinational hybrid organization105 cited
    • 2017Executing strategy through comprehensive performance measurement systems85 cited
    • 2018The impact of soft TQM on financial performance77 cited
    • 2018Management control in multinational companies: a systematic literature review76 cited
    • 2018Effects of monitoring and incentives on supplier performance: An agency theory perspective76 cited
    • 2019Customer satisfaction index and financial performance: a European cross country study75 cited
    • 2019The Role of Entrepreneurial Strategy, Network Ties, Human and Financial Capital in New Venture Performance74 cited
    • 2018Big Data Capabilities and Firm’s Performance: A Mediating Role of Competitive Advantage71 cited
    • 2018Advancing Performance Measurement Theory by Focusing on Subjects: Lessons from the Measurement of Social Value62 cited
    • 2021Financial performance measurement of supply chains: a review61 cited
    • 2019Consequences of Strategic Performance Measurement Systems: A Meta-Analytic Review57 cited
    • 2023The link between green innovations, corporate performance, ESG activities, and sharing economy52 cited
    • 2011Unbundling the construct of firm‐level international competitiveness44 cited
    • 2011Exploring the roles of performance measurement systems in strategy implementation41 cited