Performance management systems: A conceptual model

By J. Broadbent, R. Laughlin. 2009

368 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/49908a628dc478bed56c0327b3d39fa5454c3c14

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. Kirsi-Mari Kallio
2. S. Awan
3. Nazia Habib
4. Klaus Moeller
5. Chaudhry Shoaib Akhtar
6. S. Janssen
7. Christina Zecher
8. Marten Schlaefke

In Organizational Behavior and Human Resource Management

1. Kirsi-Mari Kallio
2. S. Awan
3. Nazia Habib
4. Klaus Moeller
5. Chaudhry Shoaib Akhtar
6. S. Janssen
7. Christina Zecher
8. Marten Schlaefke

In Public Administration

1. Kirsi-Mari Kallio
2. Christina Zecher
3. Erik Strauss
4. Alexander Kroll
5. Tomi J. Kallio

Citations in the corpus

• Using performance measures conceptually in innovation control (2011, background): “These frameworks can therefore be used to illustrate an organization’s essential means and ends (Bourne et al. 2000; Garengo et al. 2005; Broadbent and Laughlin 2009 ).”
• Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research (2015, background): “…like politicians (Askim, 2009; ter Bogt, 2004) or citizens (Ho, 2008; James, 2011), as well as studies from the areas of business and accounting (Broadbent & Laughlin, 2009; Marchand, Kettinger, & Rollins, 2002) or broader public sector research on the topic of information systems, such as…”
• Management control systems: a review (2012, methodology): “motivated Broadbent and Laughlin (2009) to extend the framework by integrating”
• Effectiveness of Performance Management System for Employee Performance Through Engagement (2020, background): “Broadbent and Laughlin (2009) add that the concept of PMSE is also dependent on the context that varies on the basis of history, purpose, technology, people, and environment of the organization.”
• Management-by-results and performance measurement in universities – implications for work motivation (2014, background): “Thus, MBR not only encourages employees to work effectively and in accordance with the organization's strategy, it also increases motivation at work when an individual's performance affects his or her pay – at least in theory (Kiikka 2002 ; Swiss 2005 ; Broadbent and Laughlin 2009 ).”