Do comprehensive performance measurement systems help or hinder managers' mental model development?
By Matthew Hall. 2011
148 citations recorded by the source corpus.
Subfields: Applied Psychology, Management Information Systems, Management Science and Operations Research
View Paper: https://www.semanticscholar.org/paper/00c0717938bada71948a1d6992f4367a86318197
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Applied Psychology
- Monica Franco-Santos
- J. Bisbe
- Mike Bourne
- Lorenzo Lucianetti
- Christian Homburg
- Breda Sweeney
- J. Wieseke
In Management Information Systems
- J. Bisbe
- Monica Franco-Santos
- Mike Bourne
- Lorenzo Lucianetti
- Breda Sweeney
- D. Bedford
- Christian Homburg
- M. Artz
In Management Science and Operations Research
- Monica Franco-Santos
- J. Bisbe
- Mike Bourne
- Lorenzo Lucianetti
- Christian Homburg
- Matthew Hall
- D. Bedford
- Breda Sweeney
Citations in the corpus
- Reviewing and Theorizing the Unintended Consequences of Performance Management Systems (2018, unknown): “Different managers may often have markedly different predictive models, which may lead to different uses of control mechanisms (Hall, 2011).”
- Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, unknown): “Descriptive 6 In line with most previous studies (e.g. Chenhall, 2005; Hall, 2008, 2011), in this paper we follow a continuous approach to measure SPMS.”
- Realising the richness of psychology theory in contingency-based management accounting research (2016, methodology): “Hall (2008; 2011) draws on role, cognitive and motivational theories to examine how a comprehensive performance measurement system is related to managerial performance.”
- Performance measurement systems as generators of cognitive conflict in ambidextrous firms (2019, background): “PMS attributes and cognitive conflict The design attributes of a PMS delineate the type of cognitive frame that it is likely to produce (Chenhall, 2005; Hall, 2011; McKinnon & Bruns Jr, 1992).”
- Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “CPM systems also help managers confirm their mental models of how their business operates; in particular, for managers with low experience and/or from small-sized business units, CPM systems may also enable them to build new mental models (Hall, 2010).”
- Marketing Performance Measurement Systems: Does Comprehensiveness Really Improve Performance? (2012, background): “Thus, we prefer the term “comprehensiveness,” as Hall (2008, 2011), Chenhall (2005), O’Sullivan and Abela (2007), and Stewart (2009) suggest.”