The role of behavioral factors and national cultures in creating effective performance management systems

Systemic Practice and Action Research

Volumn 19, Issue 1, 2006, Pages 61-79

  De Waal, André A ^a  

^a MAASTRICHT SCHOOL OF MANAGEMENT   (Netherlands)

Author keywords

Behavior; Competitive performance; Culture; Performance management

Indexed keywords

EID: 33745438283     PISSN: 1094429X     EISSN: None     Source Type: Journal    
DOI: 10.1007/s11213-005-9004-2     Document Type: Article

References (33)

1. Azofra, V., Prieto, B., and Santidrián, A. (2003). The usefulness of a performance measurement system in the daily life of an organization: A note on a case study. Br. Account. Rev. 35, 367-384.
2. Bititci, U., Mendibil, K., Nudurupati, S., Turner, T., and Garengo, P. (2004). The interplay between performance measurement, organizational culture and management styles. In Neely, A., Kennedy, M., and Walters, A. (eds.), Performance Measurement and Management: Public and Private, Centre for Business Performance, Cranfield University, Cranfield, pp. 107-114.
3. Chong, J. K. S., and Park, J. (2003). National culture and classical principles of planning. Int. J. Cross Cult. Manage. 10(1), 29-39.
4. Davis, S., and Albright, T. (2004). An investigation of the effect of balanced scorecard implementation on financial performance. Manage. Account. Res. 15, 135-153.
5. Dawes, J. (1999). The relationship between subjective and objective company performance measures in market orientation research: Further empirical evidence. Market. Bull. 10, 65-76.
6. de Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Manage. Decis. 41, 8.
7. de Waal, A. A. (2004). Stimulating performance-driven behavior to obtain better results. Int. J. Product. Perform. Manage. 4, 53.
8. de Waal, A. A., Radnor, Z. J., and Akhmetova, D. (2004). Performance-driven behavior: A cross-country comparison. In Neely, A., Kennedy, M., and Walters, A. (eds.), Performance Measurement and Management: Public and Private, Centre for Business Performance, Cranfield University, Cranfield, pp. 299-306.
9. Deal, T. E., and Kennedy, A. (1982). Corporate Cultures: the Rites and Rituals of Organizational Life, Addison-Wesley, Reading, MA.
10. Dollinger, M. J., and Golden, P. A. (1992). Interorganizational and collective strategies in small firms: environmental effects and performance. J. Manage. 18(4), 695-715.
11. Epstein, M. J., Rejc, A., and Slapnicar, S. (2004). The impact of performance measurement on corporate financial performance. In Neely, A., Kennedy, M., and Walters, A. (eds.), Performance Measurement and Management: Public and Private, Centre for Business Performance, Cranfield University, Cranfield, pp. 339-346.
12. Fang, T. (2003). A critique of Hofstede's fifth national culture dimension. Int. J. Cross Cult. Manage. 3, 347-368.
13. Franco, M., and Bourne, M. (2003). Factors That Play a Role in 'Managing Through Measures', Centre for Business Performance, Cranfield School of Management, Cranfield University, Cranfield.
14. Glaister, K. W. (1998). Measures of performance in UK international alliances. Organiz. Stud., Winter.
15. Heap, J., and Bolton, M. (2004). Using perceptions of performance to drive business improvement. In Neely, A., Kennedy, M., and Walters, A. (eds.), Performance Measurement and Management: Public and Private, Centre for Business Performance, Cranfield University, Cranfield, pp. 1085-1090.
16. Hoecklin, L. (1995). Managing Cultural Differences: Strategies of Competitive Advantage, Addison Wesley, Reading, MA.
17. Hofstede, G. (2001). Culture's Consequences - Comparing Values, Behaviors, Institutions and Organizations Across Nations, 2nd edn., Sage, Thousand Oaks, CA.
18. Hofstede, G. J., Pedersen, P., and Hofstede, G. (2002). Exploring Culture: Exercises, Stories and Synthetic Cultures, 1st edn., Intercultural Press, Yarmouth, Maine.
19. Holloway, J., Lewis, J., and Mallory, G. (eds.) (1995). Performance Measurement and Evaluation, Sage, London.
20. Ittner, C. D., and Larcker, D. F. (2003). Coming up short on nonfinancial performance management. Harvard Business Rev. 11.
21. Kaplan, R. S., and Norton, D. P. (1996). Translating Strategy into Action - The Balanced Scorecard, Harvard Business School Press, Boston.
22. Kilmann, R. H., Saxton, M. J., Serpa, R., and Associates (1985). Gaining Control of the Corporate Culture, Jossey-Bass, San Francisco.
23. Lee, S. K. J., and Yu, K. (2004). Corporate culture and organizational performance. J. Manage. Psychol. 19(4), 340-359.
24. Merchant, K. A., and van der Stede, W. A. (2003). Management Control Systems - Performance Measurement, Evaluation and Incentives, Prentice Hall, New York.
25. Marr, B. (2004). Business Performance Management: Current State of the Art, Cranfield School of Management, Cranfield University and Hyperion.
26. Propper, C., and Wilson, D. (2003). The Use and Usefulness of Performance Measures in the Public Sector. CMPO Working Paper Series, 03/073 (May).
27. Randolph, W. A., and Sashkin, M. (2002). Can organizational empowerment work in multinational settings? Acad. Manage. Exec. 16(1), 102-115.
28. Said, A. A., HassabElnaby, H. R., and Wier, B. (2003). An empirical investigation of the performance consequences of nonflnancial measures. J. Manage. Account. Res. 15, 193-223.
29. Scapens, R. W. (1995), Issues in Management Accounting, Prentice Hall, New York.
30. Simons, R. (2000). Performance Management and Control Systems for Implementing Strategy: Text and Cases, Prentice Hall, New York.
31. Spangenberg, H. H., and Theron, C. C. (2001). Adapting the systems model of performance management to major changes in the external and internal organizational environments. South African J. Business Manage. 32(1), 35-47.
32. van der Stede, W. A. (2003). The effect of national culture on management control and incentive system design in multi-business firms: Evidence of intracorporate isomorphism. European Accounting Review 12(2), 263-285.
33. Zagersek, H., Jaklic, M., and Stough, S. J. (2004). Comparing leadership practices between the United States, Nigeria, and Slovenia: Does culture matter? Int. J. Cross Cult. Manage. 11(2), 16-34.