An exploratory study of performance measurement systems and relationships with performance results

By James R. Evans. 2004

231 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1b38517403cde48301005d0291c408db81045e71

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. Jiju Antony
2. S. Ogden
3. Peter T. Ward
4. K. J. Fryer
5. Moses Acquaah
6. Morgan Swink
7. Kwasi Amoako-Gyampah
8. Ravi Srinivasan

In Organizational Behavior and Human Resource Management

1. Jiju Antony
2. D. Schilling
3. Mohan V. Tatikonda
4. Gopesh Anand
5. S. Ogden
6. Peter T. Ward

Citations in the corpus

• Performance management in the public sector (2009, background): “The results are audited, but rarely validated or reliability tested ( Evans, 2004”
• Dynamic capabilities through continuous improvement infrastructure (2009, background): “Such linkages may also generate debate and discussion (Lyles, 1981; Nonaka, 1988) in regard to the direction of the CI initiative while ensuring employees’ commitment through their involvement (Evans, 2004).”
• Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “As a (strategic) performance measurement system (PMS) (Garengo et al. 2005; Bisbe and Malagueño 2012), this tool allows firms to translate strategy into achievable objectives.”