The role of performance measurement and evaluation in building organizational capabilities and performance
By J. Grafton, A. Lillis, Sally K. Widener. 2010
300 citations recorded by the source corpus.
Subfields: Accounting, Management Information Systems, Management Science and Operations Research
View Paper: https://www.semanticscholar.org/paper/d1b119b310f95979a661b004067fa9a49532111c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Monica Franco-Santos
- Mike Bourne
- J. Bisbe
- D. Bedford
- Breda Sweeney
- Lorenzo Lucianetti
- Oluwole Peter Akadiri
In Management Information Systems
- Monica Franco-Santos
- Mike Bourne
- J. Bisbe
- D. Bedford
- Breda Sweeney
- Lorenzo Lucianetti
- Andy Neely
- Oluwole Peter Akadiri
In Management Science and Operations Research
Citations in the corpus
- Performance measurement systems as generators of cognitive conflict in ambidextrous firms (2019, background): “…begun to examine variations in the design and use of PMSs across different types of innovation (Bedford, 2015; Cardinal, 2001; Curtis & Sweeney, 2017; Grafton et al., 2010; McCarthy & 4 For example, Amason (1996) finds that cognitive conflict improves the quality of decisions around complex tasks.”
- Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “First, this result differs from those of studies in large firms that point to the contributions of the use of BSC to the development of new capabilities (Grafton et al. 2010).”
- Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “These capabilities can be enhanced or created by the joint use of CPM systems for both diagnostic and interactive purposes (Bisbe and Otley, 2004; Grafton et al., 2010; Henri, 2006a; Marginson, 2002; Mundy, 2010; Tuomela, 2005).”