Managing Value Creation within the Firm: An Examination of Multiple Performance Measures

By L. Bryant, Denise A. Jones, Sally K. Widener. 2004

238 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/06f68330b4b1e841613a28772767a61592151b5e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Frank Selto
2. M. Malina
3. Hanne Nørreklit
4. G. Johnson
5. Paula van Veen-Dirks
6. Andy Neely
7. Bernard Marr
8. Johnny Lind

In Organizational Behavior and Human Resource Management

1. Frank Selto
2. M. Malina
3. Hanne Nørreklit
4. Timothy M. Devinney
5. G. Johnson
6. Johnny Lind
7. K. Kraus
8. M. Lipe

In Strategy and Management

1. Frank Selto
2. M. Malina
3. Pierre J. Richard
4. Timothy M. Devinney
5. George S. Yip
6. G. Johnson
7. Bernard Marr
8. Donald S. Siegel

Citations in the corpus

• Measuring Organizational Performance: Towards Methodological Best Practice (2009, background): “For instance, Bryant, Jones, and Widener (2004) found that measures within a balanced scorecard were strongly interrelated, with learning having direct and indirect effects on process and customer outcomes, which in turn predicted financial performance.”
• Relations among Measures, Climate of Control, and Performance Measurement Models* (2007, background): “Bryant et al. (2004) associate crosssectional data that proxy for outcome measures across four typical balanced scorecard perspectives to explain financial performance.”