The use of multiple performance measures among the balanced scorecard adopters and non-adopters: evidence from the Malaysian manufacturers.

[1]  Thomas L. Albright,et al.  An investigation of the effect of Balanced Scorecard implementation on financial performance , 2004 .

[2]  Steven E. Salterio,et al.  The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures , 2000 .

[3]  Darrell Rigby,et al.  Management Tools and Techniques: A Survey , 2001 .

[4]  Robert N. Lussier,et al.  Entrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance Measures , 2006 .

[5]  William N. Dilla,et al.  Relative Weighting of Common and Unique Balanced Scorecard Measures by Knowledgeable Decision Makers , 2005 .

[6]  K. Langfield-Smith,et al.  Adoption and benefits of management accounting practices: an Australian study , 1998 .

[7]  Zahirul Hoque,et al.  MARKET COMPETITION, COMPUTER-AIDED MANUFACTURING AND USE OF MULTIPLE PERFORMANCE MEASURES: AN EMPIRICAL STUDY , 2001 .

[8]  Byron J. Finch.  Japanese management techniques in small manufacturing companies: A strategy for implementation , 1986 .

[9]  Taylor Randall,et al.  Performance Implications of Strategic Performance Measurement in Financial Services Firms , 2003 .

[10]  A. D. Jackson,et al.  Measures for measures , 2006, Nature.

[11]  Bernard Marr,et al.  Business performance measurement: an overview of the current state of use in the USA , 2005 .

[12]  M. Moch,et al.  Size, Centralization and Organizational Adoption of Innovations , 1977 .

[13]  M. Ezzamel.  The impact of environmental uncertainty, managerial autonomy and size on budget characteristics , 1990 .

[14]  Andra Gumbus,et al.  The Balanced Scorecard at Philips Electronics , 2002 .

[15]  Varun Grover,et al.  Strategic Information Systems Revisited: A Study in Sustainability and Performance , 1994, MIS Q..

[16]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.

[17]  Vicky Rich.  Interpreting the balanced scorecard: an investigation into performance analysis and bias , 2007 .

[18]  Christopher D. Ittner,et al.  Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard , 2003 .

[19]  R. Banker,et al.  An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures , 2000 .

[20]  Zahirul Hoque,et al.  Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance , 2000 .

[21]  Judith R. Blau,et al.  Ideas, Complexity, and Innovation. , 1979 .

[22]  T. Pfeiffer,et al.  A Descriptive Analysis on the Implementation of Balanced Scorecards in German-Speaking Countries , 2003 .

[23]  Maurice Gosselin.  The effect of strategy and organizational structure on the adoption and implementation of activity-based costing , 1997 .

[24]  R. Banker,et al.  The Balanced Scorecard: Judgmental Effects of Performance Measures Linked to Strategy , 2004 .

[25]  Mary A. Malina,et al.  Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard , 2001 .

[26]  Heinz Ahn,et al.  Applying the balanced scorecard concept : an experience report , 2001 .

[27]  B. S. Sahay,et al.  Balanced Scorecard in Indian Companies , 2005 .

[28]  Maurice Gosselin.  An empirical study of performance measurement in manufacturing firms , 2005 .

[29]  B. Peters,et al.  Performance Measurement and Management , 2002 .