Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard

By M. Malina, Frank Selto. 2001

909 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/0f21f7a44f94ddf3cfaa0c04f710c937b874698b

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Choice and Change of Measures in Performance Measurement Models (2004, methodology): “See Appendix B of Malina and Selto (2001) for a complete discussion of finding associations among codes using qualitative software.”
Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “Nevertheless, the extent to which CPM systems are able to influence an organization’s strategy processes is shaped by the cognitive limitations of managers (Ahn, 2001), alongside the way in which the system is designed, developed, and used (Gimbert et al., 2010; Lillis, 2002; Malina and Selto, 2001;”
A Descriptive Analysis on the Implementation of Balanced Scorecards in German-Speaking Countries (2003, neutral): “2 Even though these studies seem to support the thesis that Balanced Scorecards are widely used in large companies, only limited systematic research has been done on BSC applications (see, particularly on this point, Atkinson et. al., 1997; Otley, 1999; Ittner and Larcker, 1998, 2001; Norreklit, 200”
The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance (2008, background): “…sought to develop more comprehensive performance measurement systems (PMS) to provide managers and employees with information to assist in managing their firm’s operations (Fullerton & McWatters, 2002; Ittner, Larcker, & Randall, 2003; Lillis, 2002; Malina & Selto, 2001; Ullrich & Tuttle, 2004).”
The impact of the corporate balanced scorecard on corporate control—A research note (2010, methodology): “This is reinforced by case studies on BSC applications in the US, U.K., Finland, Denmark, Sweden, Australia and The Netherlands (Andon et al., 2007; Braam and Nijssen, 2004; Bukh et al., 2000; Kasurinen, 2002; Malina and Selto, 2001; Olve et al., 1999, 2003; Toumela, 2005).”
Integrated decision support systems: A data warehousing perspective (2007, background): “From this foundation, sets of data warehousing functions are identified and organized into a layered data warehousing architecture.”
Relations among Measures, Climate of Control, and Performance Measurement Models* (2007, methodology): “Importantly, additional qualitative analyses revise our prior conclusion (Malina and Selto, 2001), and we find that the relations among performance measures perceived by DBSC users are not cause-and-effect relations.”
Organization structure, competition and performance measurement systems and their joint effects on performance (2011, background): “However, the results of the impact of PMSs and their organizational context are mixed (Davis and Albright, 2004; Hoque and James, 2000; Ittner and Larcker, 1998a; Ittner et al., 2003; Malina and Selto, 2001).”
Financial versus non-financial information: The impact of information organization and presentation in a Balanced Scorecard (2010, background): “Many firms, however, use similar scorecards that contain only measures common to all business units (e.g., Malina & Selto, 2001).”
Does the balance scorecard work: an empirical investigation (2008, background): “They conclude that the balanced scorecard, as designed and implemented, proved an effective device for controlling corporate strategy, but they provide limited empirical evidence to support this assertion (Malina and Selto, 2001).”