Associations between strategic resource importance and performance measure use: The impact on firm performance

By Sally K. Widener. 2006

128 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fe624bef38ea289012d5d1332f0c1c652a252feb

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. F. Verbeeten
2. R. Speklé
3. Michael Burkert
4. J. Padmore
5. Mike Simpson
6. Nicki Newman
7. Utz Schäffer
8. Christopher D. Ittner

In Organizational Behavior and Human Resource Management

1. F. Verbeeten
2. J. Padmore
3. Mike Simpson
4. Nicki Newman
5. Utz Schäffer
6. Christopher D. Ittner
7. Nick Bontis
8. Ruzita Jusoh

In Strategy and Management

1. Ruzita Jusoh
2. Kaveh Asiaei
3. F. Verbeeten
4. Michael Burkert
5. R. Speklé
6. J. Padmore
7. Mike Simpson
8. Nicki Newman

Citations in the corpus

• Intellectual capital and performance measurement systems in Iran (2018, methodology): “…attributed to the different characteristic of organizations’ social capital (i.e. differences in the nature of informal interactions and communication among organizational members within an organization) in the Iranian context compared with Western studies (e.g. Widener, 2006; Usoff et al., 2002).”
• THE USE OF PERFORMANCE MEASUREMENT SYSTEMS IN THE PUBLIC SECTOR: EFFECTS ON PERFORMANCE (2014, methodology): “A partial application of SEM-techniques like the one we use is not unprecedented in the accounting literature (see for instance Chong & Johnson, 2007; Hartmann, 2005; Widener, 2006, 2007).”
• Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “In a more sophisticated cross-sectional study, Widener (2006) develops a structural equations model linking the importance of human, structural, and physical capital to selfreported financial performance through the types of performance measures employed.”
• Human capital measures, strategy, and performance: HR managers' perceptions (2008, unknown): “…the other hand, alignment considers that performance is enhanced when performance measurement systems are designed to translate strategic goals into consistently selected performance indicators (Burney and Widener, 2007; Chenhall, 2005; Ittner et al., 2003; Kaplan and Norton, 2004; Widener, 2006).”
• Towards a new model of success and performance in SMEs (2012, methodology): “The data for such studies often relies on the use of a single questionnaire survey using Likert scales and are cross-sectional rather than longitudinal (Widener, 2006; Wiklund and Shepherd, 2003; Tan and Peng, 2003).”
• Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions (2011, background): “6%, which is omparable to other recent management accounting sureys (Homburg and Stebel, 2009; Widener, 2006).”