Examining a Positive Psychological Role for Performance Measures

By David Marginson, Laurie McAulay, M. Roush, Tony Zijl. 2014

110 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/29f914567a2cfde53a7c537acc889b94c9d9729f

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. R. Speklé
2. Matthew Hall
3. H. V. Elten
4. Sally K. Widener
5. J. Bisbe
6. D. Otley
7. F. Verbeeten
8. Robert H. Chenhall

In Organizational Behavior and Human Resource Management

1. R. Speklé
2. Matthew Hall
3. Sally K. Widener
4. H. V. Elten
5. Christopher D. Ittner
6. J. Bisbe
7. Lorenzo Lucianetti
8. Mike Bourne

Citations in the corpus

• Realising the richness of psychology theory in contingency-based management accounting research (2016, background): “Given the long and distinguished role of contingency-based 12 See Marginson et al. (2014) for a discussion of the importance of examining the ability of management accounting practices such as performance measurement to generate positive psychological states. management accounting research, the…”
• Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, background): “In a similar vein, Marginson et al. (2014) find a positive relationship between an interactive use of nonfinancial performance measures and self-determination, also suggesting that a more intense use of management controls can actually enhance empowerment.”