Choice and Change of Measures in Performance Measurement Models

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Intellectual capital and performance measurement systems in Iran (2018, background): “For example, both conservative and entrepreneurial strategies have been important to the company’s choices of performance measures (Malina and Selto, 2004).”
The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes (2010, background): “In particular, objective (accounting) performance measures may also educate managers about the economics of the business, and the underlying drivers of costs, revenues and performance, which helps to clarify and execute strategically relevant individual actions (Malina and Selto, 2004).”
Relations among Measures, Climate of Control, and Performance Measurement Models* (2007, methodology): “We posit that the DBSC enhances the company’s climate, which conspicuously features pay-for-performance and result control (Malina and Selto, 2001, 2004).”
Measuring Organizational Performance: Towards Methodological Best Practice (2009, background): “Large organizations use both financial and nonfinancial performance measures but favor financial measures (Malina & Selto, 2004).”
Using performance measures conceptually in innovation control (2011, background): “Hence, the periodic review of performance measures influences the usability of the information generated and is especially important in rapidly changing environments (Henri 2010; Malina and Selto 2004 ), such as new product development.”