The design and use of performance management systems: An extended framework for analysis

By Aldónio Ferreira, D. Otley. 2009

1,370 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/137ad1b909cfa597cc2a7b992bdf0f28420e0cfa

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. S. Su
2. D. Otley
3. H. Schoch
4. K. Baird
5. Ellen Haustein
6. Peter M. Schuster
7. Sophie Tessier
8. Henk J. ter Bogt

In Organizational Behavior and Human Resource Management

1. S. Su
2. D. Otley
3. H. Schoch
4. K. Baird
5. Henk J. ter Bogt
6. Vlado Dimovski
7. Sophie Tessier
8. Simon Cadez

Citations in the corpus

• Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems (2012, background): “These developments tend to emphasise the link between performance measurement and strategy (Simons, 2000), and this has led to an interest in PMS in both the private sector and the public sector (e.g. Otley, 1999; Ferreira and Otley, 2009; see also Hood, 1995).”
• The contingency theory of management accounting and control: 1980–2014 (2016, background): “This provides a valuable supplement to the twelve questions suggested by Ferreira and Otley (2009) in their proposed framework for the study of overall control systems, although they make little reference to the idea of packages except in their question about coordination between controls.”
• Research, teaching and performance evaluation in academia: the salience of quality (2017, background): “In this context, the performance management system that fosters internationally relevant publications (and in effect does not impair teaching) seems aligned with the organisational strategy to secure its effective implementation (Cadez and Guilding 2008; Chenhall 2005; Ferreira and Otley 2009).”
• Management control systems in innovation companies: a literature based framework (2014, background): “The extended system-based framework of Ferreira and Otley (2009) is an elaboration of Otley (1999)’s earlier framework of performance measurement systems (PMSs) and incorporates twelve dimensions which include mainly formal control aspects.”
• A Conceptual Development of Simons’ Levers of Control Framework (2012, background): “It has many strengths such as including different types of controls and providing a broad perspective (Ferreira and Otley, 2009).”
• The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance (2015, methodology): “…have focused on the interactive and diagnostic levers (Abernethy and Brownell, 1999; Bisbe and Otley, 2004; Bobe and Taylor, 2010; Davila, 2000; Ferreira and Otley, 2009; Henri, 2006; 5 The interactive approach here refers to a system which emphasizes face-to-face communications and allows…”