Multiple Perspectives of Performance Measures

By Robert H. Chenhall, Kim Langfield-Smith. 2007

436 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/954ae863d69d2fe9601bc5d076d39e50dc1eac95

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Role of macroeconomic variables on firms’ performance: Evidence from the UK (2017, background): “The advantage of these measurements is their general availability, however, creative accounting, manipulations of figures and choices of accounting methods makes comparison of the financial performance of companies difficult (Chenhall & Langfield-Smith, 2007).”
Do corporate sustainability practices enhance organizational economic performance (2015, background): “While recognizing that performance is a multi-dimensional concept (Chenhall and Langfield-Smith, 2007), this study identifies four non-financial performance measures to test whether these variables serve as mediating variables.”
Understanding the drivers of international performance for born global firms: an integrated perspective (2015, positive): “The literature generally emphasises the importance of incorporating non-ﬁnancial measures along the traditional ﬁnancial indicators when investigating performance (e.g., Chenhall & Langﬁeld-Smith, 2007; Verbeeten & Boons, 2009).”
Measuring the impact of HRM on organizational performance (2008, positive): “Katou supporting thus the argument that HRM policies influence organisational performance by creating a workforce that is skilled and has the right attitudes and behaviour, supporting thus the findings of Delery and Doty (1996). It also partially supports Guest (2001) for satisfaction and commitment”
20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research (2014, background): “…idea that in addition to financial measures of performance, non-financial measures such as on-time deliveries, process cost reduction, quality, cycle time, and product complexity would benefit organisations in the longer term (for good coverage of these ideas, see Chenhall & Langfield-Smith, 2007).”
Family Firm(s) Outcomes Model: Structuring Financial and Nonfinancial Outcomes Across the Family and Firm (2017, background): “These nonfinancial internal outcomes have a rich legacy in the operations management and organizational behavior literature, with comprehensive reviews addressing them (e.g., Chenhall & Langfield-Smith, 2007; Fields, 2002).”
Measuring Organizational Performance: Towards Methodological Best Practice (2009, background): “In doing so, they each adopt disciplinespecific measures such as customer satisfaction, productivity, and employee satisfaction (see Chenhall & Langfield-Smith, 2007).”
Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector (2010, methodology): “mance: Evidence from the Greek manufacturing sector, European Mana Organisational performance variables We used multiple organisational performance variables (Chenhall and Langfield-Smith, 2007) which were measured under the philosophy of a perceived rating of the organisation s performance on a fiv”