Developing performance-measurement systems as enabling formalization: A longitudinal field study of a logistics department

By Marc J. F. Wouters, Celeste Wilderom. 2008

409 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8feee70ca50309d12c9a1c1d55d6f61e9f7979e4

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. Matthew Hall
2. Robert H. Chenhall
3. Ricardo Malagueño
4. V. Maas
5. David Smith
6. F. Hartmann
7. Ernesto Lopez-Valeiras
8. Jacobo Gomez-Conde

In Organizational Behavior and Human Resource Management

1. Ricardo Malagueño
2. Robert H. Chenhall
3. David Smith
4. F. Hartmann
5. Ernesto Lopez-Valeiras
6. Jacobo Gomez-Conde
7. Matthew Hall
8. Bas Hillebrand

Citations in the corpus

• Supply chain performance measurement: a literature review (2010, background): “His previous work, Wouters and Wilderom (2008) is also referenced in this work and the study is critical in emphasising the need for longitudinal case studies.”
• Realising the richness of psychology theory in contingency-based management accounting research (2016, methodology): “Importantly, there is no theoretical reason that contingency research employing psychology theory should use one method 8 For an example of a study using a longitudinal survey design, see Wouters and Wilderom (2008).”
• Balanced scorecard in SMEs: effects on innovation and financial performance (2017, positive): “It improves organizational control by enhancing goal clarity among employees and creating an accountability structure in which individuals are assigned to be owners of metrics (Wouters and Wilderom 2008; Busco and Quattrone 2015).”
• Performance measurement, modes of evaluation and the development of compromising accounts (2013, background): “However, most of these studies do not explicitly investigate how the metrics that comprise performance measurement systems are developed (see Wouters & Wilderom (2008) and Townley, Cooper & Oakes (2003) for exceptions).”
• The effects of uncertainty on the roles of controllers and budgets: an exploratory study (2011, background): “278, Wouters and Wilderom 2008 , Chapman and Kihn 2009 ).”
• Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value (2015, neutral): “Its success is dependent upon managers possessing adequate expertise and resources (Ahrens and Chapman, 2004; Henri, 2006; Mouritsen and Larsen, 2005; Wouters and Wilderom, 2008).”
• Exploring CRM effectiveness: an institutional theory perspective (2011, background): “Under these conditions firms are more likely to experiment with the practice and customize it to their context and needs, increasing its final effectiveness (Wouters and Wilderom 2008).”