2004
DOI: 10.1016/j.mar.2003.11.001
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An investigation of the effect of Balanced Scorecard implementation on financial performance

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Cited by 437 publications
(201 citation statements)
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“…Similarly, Chenhall (1997) draws (also implicitly) on a variety of psychology theories to motivate expectations regarding relations between total quality management, reliance on manufacturing performance measures and organizational profitability, including discussion of goal setting, learning and motivational processes. Davis and Albright (2004), in a study of a bank, argued that bank branches with a balanced scorecard are expected to have higher performance because it improves employee understanding of how their performance on various measures affects organizational performance, thus invoking arguments about mental processes involving an improvement in employees' knowledge.…”
Section: Organisational-level Of Analysismentioning
confidence: 99%
“…Similarly, Chenhall (1997) draws (also implicitly) on a variety of psychology theories to motivate expectations regarding relations between total quality management, reliance on manufacturing performance measures and organizational profitability, including discussion of goal setting, learning and motivational processes. Davis and Albright (2004), in a study of a bank, argued that bank branches with a balanced scorecard are expected to have higher performance because it improves employee understanding of how their performance on various measures affects organizational performance, thus invoking arguments about mental processes involving an improvement in employees' knowledge.…”
Section: Organisational-level Of Analysismentioning
confidence: 99%
“…According to them, these four elements are each necessary but are not individually sufficient for creating 'positional advantage'. Only collectively can they help an organisation be unique and gain an edge over their competitors (Hult & Ketchen, 2001;Henri, 2006a) Many studies had been done to examine the performance effect of performance measurement system for example Davis and Albright (2004) ;Said, HassabElnaby, and Wier (2003);and Ittner and Larcker (2001). However, not much attention has been given to the performance effect from the perspective of RBV.…”
Section: Literature Reviewmentioning
confidence: 99%
“…This framework shows which EFQM model criteria are directly influenced by certain perspectives of BSC model (Figure 1). As indicated in figure 1, the BSC model assumes a segmented management approach through four perspectives, and the establishment of cause-and-effect relationships between these perspectives (Davis & Albright, 2004 …”
Section: Managing and Measuring Business Quality: The Framework Of Rementioning
confidence: 99%