Strategic Performance Measurement: Benefits, Limitations and Paradoxes
By Pietro Micheli, J. Manzoni. 2010
208 citations recorded by the source corpus.
Subfields: Management Information Systems, Public Administration
View Paper: https://www.semanticscholar.org/paper/7a98af1fe232958a3bfd4b943d3f1c4157cdba0e
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In Management Information Systems
Citations in the corpus
- Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “…de Ciencias Económicas y Empresariales, Universidad Autónoma de Madrid, C/ Francisco Tomás y Valiente, 5, 28049 Madrid, Spain e-mail: jacobo.gomez@uam.es successfully achieve their desired outcomes (Ittner et al. 2003; De Geuser et al. 2009; Micheli and Manzoni 2010; Busco and Quattrone 2015).”
- Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, background): “…enefits of SPMS might be at risk if designed and used in a echanistic and bureaucratic manner (Braam and Nijssen, 004; Bukh and Malmi, 2005; Micheli and Manzoni, 2010), n increasing and converging body of evidence is progresively indicating that SPMS are positively associated with…”
- Supply chain performance measurement systems: A systematic review and research agenda (2017, background): “, 2000, 2003), inappropriate use (Henri, 2006; Micheli and Manzoni, 2010) or a lack of review (Braz et al.”