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Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study
14 references·3 citing·42 second hop
Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study (2010)Determinants Of Integrated Performance Me…Accounting, Organizations and Society (2013)Accounting, Organizations and…Strategic priorities, performance measures and performance: an empirical analysis in Dutch firms (2008)Strategic priorities, perform…An empirical study of performance measurement in manufacturing firms (2005)An empirical study of perform…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries (2003)A descriptive analysis on the…Intangibles: Management, Measurement, and Reporting (2001)Intangibles: Management, Meas…Intangibles: Management, Measurement, and Reporting (2001)Intangibles: Management, Meas…Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance (2000)Linking Balanced Scorecard Me…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…Linking control systems to business unit strategy: impact on performance (1985)Linking control systems to bu…Linking control systems to business unit strategy: impact on performance (1985)Linking control systems to bu…Influences on departmental budgeting: an empirical examination of a contingency model (1984)Influences on departmental bu…Advanced Management Accounting (1983)Advanced Management AccountingAdvanced management accounting (1982)Advanced management accountingThe moderating effect of corporate size on the relationship between prospector strategy and management accounting practices (2023)The moderating effect of corp…A Framework of Contingencies Factors, Government Support and Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises (2022)A Framework of Contingencies …Performance Management in Central and Eastern European Countries: A Literature Review (2016)Performance Management in Cen…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)Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)Designing Complex Organizations (1973)Information overload: A temporal approach (1990)The Management of Innovation (1994)The international diffusion of new management accounting practices: the case of India (2001)Assessing the quality of evidence in empirical management accounting research: The case of survey studies (2005)Problems in the Measurement of Organizational Effectiveness (1975)The contingency theory of management accounting: achievement and prognosis (1980)The contingency theory of management accounting: Achievement and prognosis (1980)Knowledge Flows and the Structure of Control Within Multinational Corporations (1991)Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development (2001)The Impact of Corporate Sustainability on Organizational Processes and Performance (2014)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)Management control systems and strategy: A resource-based perspective (2005)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)The balanced scorecard--measures that drive performance. 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References

  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 2001Intangibles: Management, Measurement, and Reporting1,832 cited
  • 2001Intangibles: Management, Measurement, and Reporting1,499 cited
  • 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance987 cited
  • 1983Advanced Management Accounting916 cited
  • 2003A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries651 cited
  • 1985Linking control systems to business unit strategy: impact on performance610 cited
  • 2013Accounting, Organizations and Society544 cited
  • 1984Influences on departmental budgeting: an empirical examination of a contingency model296 cited
  • 2005An empirical study of performance measurement in manufacturing firms190 cited
  • 1982Advanced management accounting140 cited
  • 2008Strategic priorities, performance measures and performance: an empirical analysis in Dutch firms114 cited
  • 1985Linking control systems to business unit strategy: impact on performance66 cited

Cited by

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  • 2016Performance Management in Central and Eastern European Countries: A Literature Review11 cited
  • 2023The moderating effect of corporate size on the relationship between prospector strategy and management accounting practices10 cited
  • 2022A Framework of Contingencies Factors, Government Support and Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises10 cited