Strategy, Choice of Performance Measures, and Performance

By Wim A. Van der Stede, Chee W. Chow, Thomas W. Lin. 2006

353 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c3ffaf7dad4e62571ea0c031a825dc518d61aa28

How researchers see this paper

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

In Accounting

1. David Naranjo-Gil
2. P. Perego
3. F. Hartmann
4. Chia-Ling Lee
5. Huan Yang
6. Christopher D. Ittner
7. R. Speklé
8. F. Verbeeten

In Management Information Systems

1. David Naranjo-Gil
2. F. Hartmann
3. P. Perego
4. Chia-Ling Lee
5. Huan Yang
6. Christopher D. Ittner
7. Robert H. Chenhall
8. M. Hiebl

In Strategy and Management

1. Chia-Ling Lee
2. Huan Yang
3. David Naranjo-Gil
4. P. Perego
5. Christopher D. Ittner
6. F. Hartmann
7. David F. Larcker
8. John E. Core

Citations in the corpus

• Organization structure, competition and performance measurement systems and their joint effects on performance (2011, background): “Prior empirical research related to the use of performance measurements has generally considered only a number of financial and nonfinancial performance measures in the organization’s PMS or BSC (HassabElnaby et al., 2005; Hoque and James, 2000; Said et al., 2003; Van der Stede et al., 2006).”
• Human capital measures, strategy, and performance: HR managers' perceptions (2008, neutral): “This " fit " between strategy and MACS specifically applies to performance measurement systems (Burney and Widener, 2007; Chenhall, 2005; Chenhall and Langfield-Smith, 1998; Ittner et al., 2003; Kaplan and Norton, 2004; Lillis 2002; Van der Stede et al., 2006; Widener, 2006).”
• Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “Van der Stede et al. (2006) report that firms following quality-oriented strategies use more objective and subjective performance measures than other firms, but that only subjective measures increase perceived performance in quality-oriented firms.”
• The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes (2010, background): “…of performance measures has been broadly explored in the management accounting literature and beyond (cf. Kren, 1997; Merchant et al., 2003; Van der Stede et al., 2006), the style dimension has never been analyzed as a separate construct, as it also received less emphasis in RAPM studies over time…”
• Linkages among business strategy, uncertainty and performance in the hospitality industry: Evidence from an emerging economy (2013, neutral): “Moreover, the performance measure selected can influence the conclusions in strategy–performance studies (Cavalieri et al., 2007; Jusoh and Parnell, 2008; Pongatichat and Johnston, 2008; Hillman and Keim, 2001; Van der Stede et al., 2006).”