A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra- and in-role performance

By Laurie L. Burney, Christine A. Henle, Sally K. Widener. 2009

270 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/de7733320d238a37b339a98739968f069381b40b

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Safety Research

Citations in the corpus

Do comprehensive performance measurement systems help or hinder managers' mental model development? (2011, background): “Overall, these results indicate the absence of significant single-source bias (Podsakoff and Organ, 1986; Widener, 2007; Burney et al., 2009).”
Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions (2011, result): “In line with other recent studies examining design characteristics of management control systems (Burney et al., 2009; Hartmann and Slapničar, 2009), we focus on examining managers’ perception to understand subsequent behavioral responses.”
Work-Life Balance and Employees' Performance: The Mediating Role of Affective Commitment (2014, background): “Achieving a high level of in-role performance is critical to all organizations, as employees’ in-role performance is directly associated with the sustainable growth of the organization (Burney et al., 2009).”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “The single site has the advantage of controlling for external factors and enables us to focus on differences at the employee level (Burney et al., 2009).”
Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls (2011, background): “See for example, Ittner and Larcker (1997), Ittner, Larcker and Randall (2003); Ittner , Lambert and Larcker (2003); Burney et al. (2009) and Chapman and Kihn (2009).”
Realising the richness of psychology theory in contingency-based management accounting research (2016, background): “…practices, such as cause-effect linkages, strategic linkages, technical validity and comprehensiveness (Webb, 2004; Burney and Widener, 2007; Burney et al., 2009; Hall, 2008) rather than, for example, using simple lists of financial and nonfinancial measures (e.g., Hoque and James, 2000).”