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A stakeholder salience perspective on performance and management control systems in non-profit organisations
16 references·4 citing·36 second hop
A stakeholder salience perspective on performance and management control systems in non-profit organisations (2018)A stakeholder salience perspective on per…Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics (2012)Inside the Hybrid Organizatio…Strategic management a stakeholder approach (2010)Strategic management a stakeh…Stakeholder Theory: The State of the Art (2010)Stakeholder Theory: The State…The design and use of performance management systems: An extended framework for analysis (2009)The design and use of perform…Management control systems as a package—Opportunities, challenges and research directions (2008)Management control systems as…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…Systematic combining: an abductive approach to case research (2002)Systematic combining: an abdu…Do Networks Really Work? 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References

  • 2010Strategic management a stakeholder approach24,023 cited
  • 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1993An Invitation to Reflexive Sociology.9,324 cited
  • 2002Systematic combining: an abductive approach to case research4,931 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 2010Stakeholder Theory: The State of the Art2,753 cited
  • 2012Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics2,421 cited
  • 1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal2,004 cited
  • 1999WHO MATTERS TO CEOS? AN INVESTIGATION OF STAKEHOLDER ATTRIBUTES AND SALIENCE,CORPATE PERFORMANCE, AND CEO VALUES.1,762 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 2001Do Networks Really Work? A Framework for Evaluating Public‐Sector Organizational Networks1,501 cited
  • 2009The design and use of performance management systems: An extended framework for analysis

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1,413 cited
  • 1997Treating Networks Seriously: Practical and Research-Based Agendas in Public Administration1,244 cited
  • 2000Governing the Hollow State1,180 cited
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    • 2020Designing a human resource scorecard: An empirical stakeholder-based study with a company culture perspective48 cited
    • 2022Rethinking organizational performance management: a complexity theory perspective33 cited
    • 2023Accountability logics in disability service NPOs – Incorporating the role of service user advocacy in accountability and management control systems12 cited