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The Relationship between Strategic Performance Measurement System and Organisational Capabilities: The Role of Beliefs and Boundary Control Systems
16 references·0 citing·36 second hop
The Relationship between Strategic Performance Measurement System and Organisational Capabilities: The Role of Beliefs and Boundary Control Systems (2014)The Relationship between Strategic Perfor…The design and use of performance management systems: An extended framework for analysis (2009)The design and use of perform…Management control systems and strategy: A resource-based perspective (2005)Management control systems an…Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view (2001)Resource-based theories of co…Theory and research in strategic management: Swings of a pendulum (1999)Theory and research in strate…Using the balanced scorecard as a strategic management system (1996)Using the balanced scorecard …The Capabilities of Market-Driven Organizations (1994)The Capabilities of Market-Dr…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…Market Orientation: Antecedents and Consequences (1993)Market Orientation: Anteceden…Entrepreneurship and the concept of fit: A model and empirical tests (1993)Entrepreneurship and the conc…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)The Resource-Based Theory of …The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…Strategic management of small firms in hostile and benign environments (1989)Strategic management of small…Assessing Advantage: A Framework for Diagnosing Competitive Superiority (1988)Assessing Advantage: A Framew…A Paradigm for Developing Better Measures of Marketing Constructs (1979)Review of Psychometric theory (2nd ed.). (1979)Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence (1988)Evolving to a New Dominant Logic for Marketing (2003)The Market for "Lemons": Quality Uncertainty and the Market Mechanism (1970)The Competitive Advantage of Nations (1990)Strategic assets and organizational rent (1993)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)The Core Competence of the Corporation (2006)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Organizational Strategy, Structure, and Process (1978)Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis (1993)Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)The resource-based view of the firm: Ten years after 1991 (2001)Firm resources and sustained competitive advantage (2004)Dynamic capabilities: A review and research agenda (2007)Green innovation and environmental performance: The role of green transformational leadership and green human resource management (2019)A resource‐based view of the firm (1984)A Conceptual Model of Service Quality and Its Implications for Future Research (1985)Market Orientation and the Learning Organization (1995)Customer value: The next source for competitive advantage (1997)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Organization and environment (1967)The Correlates of Entrepreneurship in Three Types of Firms (1983)A Conceptual Model of Entrepreneurship as Firm Behavior (1991)The Management of Innovation (1994)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Entrepreneurial Orientation and Business Performance: An Assessment of past Research and Suggestions for the Future (2009)Contemporary Strategy Analysis (1998)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Impact of Corporate Sustainability on Organizational Processes and Performance (2014)Performance measurement system design (1995)Performance management: a framework for management control systems research (1999)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)
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References

  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation9,769 cited
  • 1990The Effect of a Market Orientation on Business Profitability9,642 cited
  • 1993Market Orientation: Antecedents and Consequences8,825 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 1990The Effect of a Market Orientation on Business Profitability7,973 cited
  • 1994The Capabilities of Market-Driven Organizations6,576 cited
  • 1989Strategic management of small firms in hostile and benign environments6,042 cited
  • 1996Using the balanced scorecard as a strategic management system5,014 cited
  • 2001Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view4,055 cited
  • 1988Assessing Advantage: A Framework for Diagnosing Competitive Superiority2,660 cited
  • 1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal2,004 cited
  • 2009The design and use of performance management systems: An extended framework for analysis1,413 cited
  • 1999Theory and research in strategic management: Swings of a pendulum1,365 cited
  • 1993

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Entrepreneurship and the concept of fit: A model and empirical tests
1,324 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
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