An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures

By Rajiv D. Banker, G. Potter, Dhinu Srinivasan. 2000

994 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Tourism, Leisure and Hospitality Management

View Paper: https://www.semanticscholar.org/paper/e53176b0a0852e3d56b0035e386869797a023b94

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. Andy Neely
2. Christopher D. Ittner
3. Gerald K. Debusk
4. Aaron D. Crabtree
5. Monica Franco-Santos
6. Taylor R. Randall
7. David F. Larcker
8. A. Wyatt

In Organizational Behavior and Human Resource Management

1. J. Wieseke
2. Christopher D. Ittner
3. A. Wyatt
4. Andy Neely
5. Greg Elliott
6. Raj Mashruwala
7. E. Duncan
8. David F. Larcker

In Tourism, Leisure and Hospitality Management

1. A. Wyatt
2. Christopher D. Ittner
3. Andy Neely
4. Raj Mashruwala
5. Greg Elliott
6. E. Duncan
7. David F. Larcker
8. Taylor R. Randall

Citations in the corpus

• Using data envelopment analysis to select strategies that improve the performance of hotel companies (2009, background): “Nonfinancial measures of customer satisfaction in the hotel industry have been shown to be related to future financial performance and their use in an incentive plan increased both financial and nonfinancial performance ( Banker et al. , 2000”
• Strategy, Choice of Performance Measures, and Performance (2006, background): “They also help to communicate expectations, monitor progress, provide feedback, and motivate employees through performancebased rewards (Banker et al. 2000; Chenhall 2003; Ittner and Larcker 1998b; Ittner et al. 1997; Ittner, Larcker, and Randall 2003).”
• Does the Stock Market Fully Appreciate the Implications of Leading Indicators for Future Earnings? Evidence from Order Backlog (2001, background): “3 Another stream of research uses proprietary or field study data to document a link between revenues and nonfinancial indicators such as customer satisfaction (Banker et al. 2000) and product quality (Nagar and Rajan 2001).”
• Why do firms measure their intellectual capital (2003, background): “A principal justi®cation for the use of non-®nancial performance measures in compensation schemes is that these measures are leading indicators of ®nancial performance (Banker et al., 2000).”
• The effects of adopting the Balanced Scorecard on shareholder returns (2008, background): “Banker, Potter, and Srinivasan (2000) found, within the hospitality industry, customer satisfaction measures are associated with future financial performance.”
• Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “Banker et al. (2000), for example, examine the implementation of an incentive system containing non-financial measures in a US hotel chain.”
• The evolution of performance measurement research: Developments in the last decade and a research agenda for the next (2005, background): “As increasing numbers of organisations have adopted the proposed measurement frameworks – especially the balanced scorecard – it has become easier to gather empirical data on their impact (see for example, Banker et al. , 2000”