An investigation of the effect of Balanced Scorecard implementation on financial performance

By S. Davis, T. Albright. 2004

735 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2b767a53bfac3f9709c5326c96cbb63bc60754a1

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Citations in the corpus

Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, methodology): “…et al., 2006; Kolehmainen, 2010), survey research (e.g., Burney and Widener, 2007; Cheng et al., 2007; De Waal et al., 2009), quasi-experimental research (e.g., Davis and Albright, 2004; Griffith and Neely, 2009), and experimental research (e.g., Lipe and Salterio, 2000, 2002; Tayler, 2010).”
Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, methodology): “Underpinning these widespread processes of adoption, it has been claimed that SPMS have a beneficial impact on performance (Crabtree and DeBusk, 2008; Davis and Albright, 2004; de Geuser et al., 2009; Hoque and James, 2000) and that this impact is primarily achieved through the contribution of SPMS ”
Does the balance scorecard work: an empirical investigation (2008, background): “This study finds evidence of superior financial performance in those branches that adopt the balanced scorecard (Davis and Albright, 2004).”
Reviewing and Theorizing the Unintended Consequences of Performance Management Systems (2018, neutral): “, 2011) or accounting performance (Crabtree and DeBusk, 2008; Davis and Albright, 2004; Ittner et al., 2003).”
A balanced scorecard approach to establish a performance evaluation and relationship model for hot spring hotels based on a hybrid MCDM model combining DEMATEL and ANP (2011, neutral): “Davis and Albright (2004); 7.”
Realising the richness of psychology theory in contingency-based management accounting research (2016, background): “For example, as noted above, Davis and Albright (2004) argue for a direct link between the use of”
The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance (2008, methodology): “Prior research has focused on the relation between comprehensive PMS and organisational performance (perceived or actual) (Chenhall, 2005; Davis & Albright, 2004; Hoque & James, 2000; Ittner, Larcker, & Randall, 2003; Said, HassabElnaby, & Wier, 2003), and on the use of multiple performance…”
Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “Davis and Albright (2004) use a similar research design to investigate whether branches of a Canadian bank that implemented a Balanced Scorecard achieved higher financial performance than branches in the same bank that did not implement such a system, with the adopters and nonadopters representing…”
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).”
Efficiency and productivity (2008, neutral): “(2002) Pentzaroupoulos and Giokas (2002) Façanha and Resende (2004) Uri (2004) Urban transit De Borger et al. (2002) Dalen and Gómez-Lobo (2003) Jörss et al.”
Dynamics of performance measurement and organizational culture (2006, background): “…for using performance measures for driving and ther with a vast number of performance measurement related publications (such as Hoque and James 2000; Davis and Albright 2004) suggest that businesses perform better if they are managed using formalised, balanced and integrated performance measures.”
A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard (2009, methodology): “A large amount of research related to the financial industry employed the BSC to evaluate performance and has benefited from its use (Ashton, 1998; Davis & Albright, 2004).”