Performance measurement and adoption of balanced scorecards
By Y. L. Chan. 2004
261 citations recorded by the source corpus.
Subfields: Accounting, Management Information Systems, Public Administration
View Paper: https://www.semanticscholar.org/paper/f631594a106039faac954ca7be9f039919fd8935
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Margaret Woods
- Hannu Rantanen
- Antti Lönnqvist
- Paula Kujansivu
- Harri I. Kulmala
- M. Wisniewski
- Snjólfur Ólafsson
- Hui Hu
In Management Information Systems
- Margaret Woods
- Hannu Rantanen
- Antti Lönnqvist
- Paula Kujansivu
- Harri I. Kulmala
- M. Wisniewski
- Snjólfur Ólafsson
- Hui Hu
In Public Administration
- Margaret Woods
- Hannu Rantanen
- Antti Lönnqvist
- Paula Kujansivu
- Harri I. Kulmala
- M. Wisniewski
- Snjólfur Ólafsson
- Hui Hu
Citations in the corpus
- Performance measurement systems in the Finnish public sector (2007, methodology): “According to Chan (2004), measuring the outcomes is more difficult than measuring the output.”
- Developing balanced scorecards in local authorities: a comparison of experience (2004, background): “As Chan (2004) comments, “the balanced scorecard is a fairly new management tool in municipal governments and it may be premature to assess its usefulness in the management of municipal governments”.”
- A contingency theory perspective on the risk management control system within Birmingham City Council (2009, background): “…that public sector bodies encountered “considerable difficulty in clearly defining their strategy” and this view is echoed by other researchers (Chan, 2004; Wisniewski and Olafsson, 2004), alongside an inability to couple operational performance indicators to strategy ( Johnsen, 2001; McAdam…”