Towards a contingency approach to performance measurement: an empirical study in Scottish SMEs

By Patrizia Garengo, Umit Sezer Bititci. 2007

216 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Information Systems, Public Administration

View Paper: https://www.semanticscholar.org/paper/5a0b21f51b6b6450ccbc899bdf1d48a4f83ee9b0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Umit Sezer Bititci

In Management Information Systems

1. Marisa Smith
2. Umit Sezer Bititci

In Public Administration

1. Umit Sezer Bititci

Citations in the corpus

• Interplay between performance measurement and management, employee engagement and performance (2017, background): “…process must reinforce organisational learning (Davenport 2006; Upadhaya et al., 2014; McAdam et al. 2014) and that the role of behavioural and cultural factors are key to successful use of performance measurement systems (Bourne and Neely 2000; Franco and Bourne 2003; Garengo and Bititci 2007).”
• Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “introduces formalization into SMEs’ traditionally informal operational control structures (Cardinal et al 2004), facilitating the strategic alignment of employees so that they can efficiently pursue the firm’s intended strategies (Garengo and Bititci 2007).”