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Managing through measurement : A framework for successful operative level performance measurement
16 references·2 citing·39 second hop
Managing through measurement : A framework for successful operative level performance measurement (2009)Managing through measurement : A framewor…Towards a definition of a business performance measurement system (2007)Towards a definition of a bus…Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard (2003)Subjectivity and the Weightin…Coming up short on nonfinancial performance measurement. (2003)Coming up short on nonfinanci…THE IMPACT OF EMPLOYEE COMMUNICATION AND PERCEIVED EXTERNAL PRESTIGE ON ORGANIZATIONAL IDENTIFICATION. (2001)THE IMPACT OF EMPLOYEE COMMUN…The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000)The Strategy-Focused Organiza…Performance measurement system design: developing and testing a process‐based approach (2000)Performance measurement syste…Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance (2000)Linking Balanced Scorecard Me…An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures (2000)An Empirical Investigation of…Performance Measurement and Control Systems for Implementing Strategy (1999)Performance Measurement and C…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Qualitative Research Design: An Interactive Approach (1996)Qualitative Research Design: …Why incentive plans cannot work (1993)Why incentive plans cannot wo…Employee Participation: Diverse Forms and Different Outcomes (1988)Employee Participation: Diver…Relevance Lost: The Rise and Fall of Management Accounting (1987)Relevance Lost: The Rise and …PARTICIPATION, SATISFACTION, AND PRODUCTIVITY: A META-ANALYTIC REVIEW. (1986)PARTICIPATION, SATISFACTION, …The evolution of management accounting (1984)The evolution of management a…Analysis of business process maturity and organisational performance relations (2016)Analysis of business process …An Employee Perspective to Performance Measurement and Management: A Public Sector Case Study (2010)An Employee Perspective to Pe…Coefficient Alpha and the Internal Structure of Tests (1951)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study (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)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. 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(2005)Identity, Intended Image, Construed Image, and Reputation: An Interdisciplinary Framework and Suggested Terminology (2006)A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries (2003)Organizational culture and performance measurement systems (2004)Journal of Management Accounting Research (2012)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)Determining Validity in Qualitative Inquiry (2000)Techniques to Identify Themes (2003)Understanding the science experiences of successful women of color: Science identity as an analytic lens (2007)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)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)The effects of the interactive use of management control systems on product innovation (2004)
this work references cited by second hop

References

  • 1996Qualitative Research Design: An Interactive Approach11,576 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 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
  • 2001THE IMPACT OF EMPLOYEE COMMUNICATION AND PERCEIVED EXTERNAL PRESTIGE ON ORGANIZATIONAL IDENTIFICATION.1,351 cited
  • 1999Performance Measurement and Control Systems for Implementing Strategy1,030 cited
  • 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance987 cited
  • 2003Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard937 cited
  • 2000Performance measurement system design: developing and testing a process‐based approach922 cited
  • 1986PARTICIPATION, SATISFACTION, AND PRODUCTIVITY: A META-ANALYTIC REVIEW.906 cited
  • 2000An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures898 cited
  • 1984The evolution of management accounting792 cited
  • 1988Employee Participation: Diverse Forms and Different Outcomes710 cited
  • 1993Why incentive plans cannot work677 cited

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2003
Coming up short on nonfinancial performance measurement.
633 cited
  • 2007Towards a definition of a business performance measurement system629 cited
  • Cited by

    • 2016Analysis of business process maturity and organisational performance relations13 cited
    • 2010An Employee Perspective to Performance Measurement and Management: A Public Sector Case Study5 cited