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Integrating the balanced scorecard and enterprise risk management: Exploring the dynamics between management control anchor practices and subsidiary practices
16 references·0 citing·37 second hop
Integrating the balanced scorecard and enterprise risk management: Exploring the dynamics between management control anchor practices and subsidiary practices (2024)Integrating the balanced scorecard and en…“Doing Good Field Research”: Assessing the Quality of Audit Field Research (2015)“Doing Good Field Research”: …The organizational dynamics of Enterprise Risk Management (2010)The organizational dynamics o…Validation in interpretive management accounting research (2009)Validation in interpretive ma…The risk management of nothing (2009)The risk management of nothingRisk management and calculative cultures (2008)Risk management and calculati…The Practice Turn in Contemporary Theory (2005)The Practice Turn in Contempo…The interplay of different levers of control: A case study of introducing a new performance measurement system (2005)The interplay of different le…Identity Ambiguity and Change in the Wake of a Corporate Spin-off (2004)Identity Ambiguity and Change…A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries (2003)A descriptive analysis on the…Exploring management accounting change: the case of balanced scorecard implementation (2002)Exploring management accounti…Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard (2001)Communicating and Controlling…The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures (2000)The Balanced Scorecard: Judgm…Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance (2000)Linking Balanced Scorecard Me…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…A Thousand Plateaus: Capitalism and Schizophrenia (1989)The consequences of modernity (1990)Consumption and Theories of Practice (2005)Institutions and Institutional Work (2006)Managing the co-creation of value (2007)Distinction: A Social Critique of the Judgement of Taste* (2018)A Theory of Social Comparison Processes (1954)Qualitative Data Analysis: An Expanded Sourcebook (1994)Identification in Organizations: An Examination of Four Fundamental Questions (2008)Seeking Qualitative Rigor in Inductive Research (2012)Sensemaking in Organizations: Taking Stock and Moving Forward (2013)The Discovery of Grounded Theory (2017)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)Using the balanced scorecard as a strategic management system (1996)The Balanced Scorecard (1998)Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard (2003)Risk Society: Towards a New Modernity (1993)Risk Society, Towards a New Modernity (1994)Seeing like a State: How Certain Schemes to Improve the Human Condition Have Failed (1998)Enterprise Risk Management: Review, Critique, and Research Directions (2014)Integrating sustainability reporting into enterprise risk management and its relationship with business performance: A conceptual framework (2018)Case Study Research: Design and Methods (1984)Doing qualitative field research in management accounting: Positioning data to contribute to theory (2006)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 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)20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research (2013)The Sustainability Balanced Scorecard: A Systematic Review of Architectures (2014)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
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 2005The Practice Turn in Contemporary Theory3,967 cited
  • 2004Identity Ambiguity and Change in the Wake of a Corporate Spin-off2,228 cited
  • 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance987 cited
  • 2000The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures844 cited
  • 2001Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard820 cited
  • 2003A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries651 cited
  • 2009The risk management of nothing548 cited
  • 2010The organizational dynamics of Enterprise Risk Management479 cited
  • 2008Risk management and calculative cultures462 cited
  • 2005The interplay of different levers of control: A case study of introducing a new performance measurement system440 cited
  • 2009Validation in interpretive management accounting research397 cited
  • 2015“Doing Good Field Research”: Assessing the Quality of Audit Field Research

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316 cited
  • 2002Exploring management accounting change: the case of balanced scorecard implementation307 cited
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