Strategic Performance Measurement Systems, Job‐Relevant Information, and Managerial Behavioral Responses—Role Stress and Performance

By Laurie L. Burney, Sally K. Widener. 2007

214 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8bbbc9d82dad5f7a71bea559ada52015c4186a60

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Using performance measures conceptually in innovation control (2011, background): “This adaption process ensures that the performance management system always fits the business activities and prevents performance measures from reflecting former priorities (Burney and Widener 2007).”
Do comprehensive performance measurement systems help or hinder managers' mental model development? (2011, background): “This contributes to the emerging ody of literature that examines how particular cognitive nd motivational mechanisms explain the effects of PMS n performance (Hall, 2008; Burney and Widener, 2007; urney et al., 2009), as well as research that examines inks between MCS and learning processes in organ”
An Empirical Analysis of the Levers of Control Framework (2007, unknown): “A recent study extends the literature and provides evidence that a strategic PM system is associated with a speciWc beneWt (i.e., decreased role stress) (Burney & Widener, 2007); however, the cost of controls is still largely ignored.”
Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions (2011, methodology): “Instead, individual cognition, and role perceptions in particular, often partly mediate the effects (Burney and Widener, 2007; Hall, 2008; Maas and Matějka, 2009; Shields et al., 2000).”
Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, unknown): “By providing evidence on empowerment and creativity as two important behavioral outcomes, we also add to the more general literature that examines behavioral consequences of control (e.g., Hall 2008; Burney and Widener 2007).”
Human capital measures, strategy, and performance: HR managers' perceptions (2008, unknown): “…the other hand, alignment considers that performance is enhanced when performance measurement systems are designed to translate strategic goals into consistently selected performance indicators (Burney and Widener, 2007; Chenhall, 2005; Ittner et al., 2003; Kaplan and Norton, 2004; Widener, 2006).”
Realising the richness of psychology theory in contingency-based management accounting research (2016, background): “For example, studies linking contemporary performance measurement systems to organizational outcomes leave unexamined the black box that occurs between the use of such systems and firm performance (Burney and Widener, 2007).”
Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, methodology): “…have used an array of research methods, such as case study research (e.g., Bititci 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,…”