Performance Measurement and Reward Systems, Trust, and Strategic Change

By Robert H. Chenhall, Kim Langfield-Smith. 2003

211 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/ffa06557bdfb5ed7aa2232ac26f648503337c6b1

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. David Naranjo-Gil
2. F. Hartmann
3. Simon Cadez
4. Chris Guilding
5. M. Hiebl
6. V. Maas
7. Robert H. Chenhall
8. Frank Moers

In Organizational Behavior and Human Resource Management

1. David Naranjo-Gil
2. Chris Guilding
3. Simon Cadez
4. F. Hartmann

In Strategy and Management

1. Simon Cadez
2. David Naranjo-Gil
3. Chris Guilding
4. F. Hartmann

Citations in the corpus

• How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects (2009, unknown): “Third, our focus on strategy as an antecedent of MAS innovation extends existing research on the interplay between strategic priorities and MAS design (Gosselin, 1997; Langfield-Smith, 1997; Chenhall and Langfield-Smith, 2003).”
• An exploratory investigation of an integrated contingency model of strategic management accounting (2008, result): “Contrary to these findings, Chenhall and Langfield-Smith (2003) document a case study analysis where team-based initiatives did not appear to enhance performance.”
• Management accounting systems, top management team heterogeneity and strategic change (2007, background): “Third, and in particular, the paper adds to the limited knowledge on the strategic relevance of MAS for organizations engaging in strategic change (Nyamori et al., 2001; Chenhall & Langfield-Smith, 2003).”