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The indirect effects of PMS design on Malaysian service firms' characteristics and performance
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References

  • 1985Competitive Advantage: Creating and Sustaining Superior Performance14,727 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 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
  • 1978Information Processing as an Integrating Concept in Organizational Design2,586 cited
  • 1977Organization Design2,180 cited
  • 1966Industrial Organization: Theory and Practice2,031 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 2001Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I1,899 cited
  • 1983National Cultures in Four Dimensions: A Research-Based Theory of Cultural Differences among Nations1,747 cited
  • 1991The performance measurement manifesto.1,295 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
  • 2003Performance implications of strategic performance measurement in financial services firms1,156 cited
  • 1980The contingency theory of management accounting: Achievement and prognosis1,133 cited

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1980
The contingency theory of management accounting: achievement and prognosis
1,116 cited
  • 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance987 cited
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