Reference health
Performance Measures and Short-Termism: An Exploratory Study
2 of 55 checkable references need attention · checked 2026-08-04
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
19 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
marked retracted — notice via Crossref, record curated by Retraction Watch10.2308/accr.2005.80.1.1
Capital Market Pressure, Disclosure Frequency-Induced Earnings/Cash Flow Conflict, and Managerial Myopia (Retracted)
does not resolve to a known work10.5465/amr.1989.4279078
The 53 checked references that resolve
resolves10.1016/s0361-3682(98)00059-2
The role of budgets in organizations facing strategic change: an exploratory study
resolves10.2307/256240
THE FIT BETWEEN TECHNOLOGY AND STRUCTURE AS A PREDICTOR OF PERFORMANCE IN NURSING SUBUNITS.
resolves10.1016/0361-3682(90)90031-o
The dilemma of implementing controls: The case of managerial accounting
resolves10.2308/accr.2000.75.1.65
An Empirical Investigation of an Incentive Plan that Includes Nonfinancial Performance Measures
resolves10.1016/j.mar.2006.06.005
Structure, formality and the importance of financial and non-financial information in strategy development and implementation
resolves10.1016/j.aos.2003.10.010
The effects of the interactive use of management control systems on product innovation
resolves10.1016/0361-3682(83)90046-6
Leadership style, budgetary participation and managerial behavior
resolves10.1016/s0361-3682(01)00027-7
Management control systems design within its organizational context: findings from contingency-based research and directions for the future
resolves10.1016/0361-3682(95)00030-5
The use of organizational controls and their effects on data manipulation and management myopia: A Japan vs U.S. comparison
resolves10.1002/(sici)1097-0266(199705)18:5<407::aid-smj881>3.0.co;2-j
Reading the wind: how middle managers assess the context for selling issues to top managers
resolves10.1016/s0361-3682(02)00096-x
Forms of contingency fit in management accounting research—a critical review
resolves10.1016/s0361-3682(99)00002-1
Testing contingency hypotheses in budgetary research: an evaluation of the use of moderated regression analysis
resolves10.2308/jmar.2005.17.1.23
The Retention of Nonfinancial Performance Measures in Compensation Contracts
resolves10.1016/j.aos.2005.07.001
Management control systems and strategy: A resource-based perspective
resolves10.1111/j.1745-6622.2005.00065.x
Letting Go of Norm: How Executive Compensation Can Do Better Than “Best Practices”
resolves10.5860/choice.41-2908
Beyond budgeting: how managers can break free from the annual performance trap
resolves10.2308/accr.2003.78.3.725
Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard
resolves10.1016/s0361-3682(03)00033-3
Performance implications of strategic performance measurement in financial services firms
resolves10.1002/(sici)1097-0266(199905)20:5<445::aid-smj27>3.0.co;2-v
Top management team diversity, group process, and strategic consensus
resolves10.1016/j.bar.2005.06.002
Financial and nonfinancial performance measures: How do they affect job satisfaction?
resolves10.5465/amr.1996.9702100316
Economic “Short-Termism”: The Debate, The Unresolved Issues, and The Implications for Management Practice and Research
resolves10.1016/s0361-3682(01)00032-0
Managing multiple dimensions of manufacturing performance — an exploratory study
resolves10.2308/accr.2000.75.3.283
The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures
resolves10.1177/0170840607087260
On Social Interaction and the Communicative Construction of Personal Identity, Knowledge and Reality
resolves10.1016/s0361-3682(02)00026-0
Mapping management accounting: graphics and guidelines for theory-consistent empirical research
resolves10.1002/smj.271
Management control systems and their effects on strategy formation at middle‐management levels: evidence from a U.K. organization
resolves10.1016/0361-3682(90)90021-l
The effects of financial controls on data manipulation and management Myopia
resolves10.1006/mare.1999.0115
Performance management: a framework for management control systems research
resolves10.1037/0021-9010.88.5.879
Common method biases in behavioral research: A critical review of the literature and recommended remedies.
resolves10.2308/jmar.2003.15.1.193
An Empirical Investigation of the Performance Consequences of Nonfinancial Measures
resolves10.1016/0361-3682(90)90018-p
The role of management control systems in creating competitive advantage: New perspectives
resolves10.5860/choice.43-2308
Levers of organization design: how managers use accountability systems for greater performance and commitment
resolves10.1111/j.1430-9134.2002.00487.x
On the Use of Nonfinancial Performance Measures in Management Compensation
resolves10.1016/s0065-2601(08)60287-7
The Impact of Accountability on Judgment and Choice: Toward A Social Contingency Model
resolves10.1016/s0361-3682(99)00058-6
The relationship between two consequences of budgetary controls: budgetary slack creation and managerial short-term orientation
resolves10.1016/s0361-3682(97)00064-0
An empirical analysis of the association between the use of executive support systems and perceived organizational competitiveness
resolves10.1016/j.aos.2007.05.002
Developing performance-measurement systems as enabling formalization: A longitudinal field study of a logistics department
The 19 references without a DOI — listed, not checked
no DOI — not checkedref18
no DOI — not checkedManaging our way to economic decline
no DOI — not checkedref26
no DOI — not checkedInnovations in performance measurement: trends and research directions'
no DOI — not checkedThe choice of performance measures in annual bonus contracts
no DOI — not checked). 'In praise of hierarchy
no DOI — not checkedref34
no DOI — not checkedref35
no DOI — not checkedUsing the balanced scorecard as a strategic management system
no DOI — not checkedHaving trouble with your strategy? Then map it
no DOI — not checkedref39
no DOI — not checkedref44
no DOI — not checkedref45
no DOI — not checkedref53
no DOI — not checkedref61
no DOI — not checkedref62
no DOI — not checkedref64
no DOI — not checkedref65
no DOI — not checkedref74
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