Reference health
Beyond Control: Using the Balanced Scorecard to Change Culture and Implement Strategy
7 of 74 checkable references need attention · checked 2026-08-27
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.
32 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
does not resolve to a known work10.5465/amr.1996.9602161572
does not resolve to a known work10.1146/annurev.soc.10.1.1
does not resolve to a known work10.5465/256318
does not resolve to a known work10.5465/amr.2000.3363519
does not resolve to a known work10.5465/amr.1994.9412271815
does not resolve to a known work10.5465/amr.1995.9508080329
does not resolve to a known work10.1037//0003-066x.39.1.40
The 67 checked references that resolve
resolves10.1177/0170840605054624
From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking
resolves10.2307/2392767
Technology as an Occasion for Structuring: Evidence from Observations of CT Scanners and the Social Order of Radiology Departments
resolves10.2307/2393029
Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order
resolves10.1016/j.cpa.2004.01.004
The French Tableau de bord and the American Balanced Scorecard: a critical analysis
resolves10.2307/2392181
The Creative-Destructive Process of Organizational Change: The Case of the Post Office
resolves10.2307/2393807
The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations
resolves10.1177/017084069601700404
Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms
resolves10.1080/09638180802481698
Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance
resolves10.1016/0361-3682(91)90021-6
Accounting and organizational cultures: A field study of the emergence of a new organizational reality
resolves10.2307/258605
Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm
resolves10.2307/256935
FURTHER REMARKS ON RETROSPECTIVE ACCOUNTS IN ORGANIZATIONAL AND STRATEGIC MANAGEMENT RESEARCH.
resolves10.1287/orsc.8.6.593
Breaches in the Boardroom: Organizational Identity and Conflicts of Commitment in a Nonprofit Organization
resolves10.1016/0361-3682(76)90007-6
A contingency framework for the design of accounting information systems
resolves10.1177/0170840603024006005
The Professional Partnership: Relic or Exemplary Form of Governance?
resolves10.1177/017084068800900301
Organizational Design Types, Tracks and the Dynamics of Strategic Change
resolves10.2307/3069285
THEORIZING CHANGE: THE ROLE OF PROFESSIONAL ASSOCIATIONS IN THE TRANSFORMATION OF INSTITUTIONALIZED FIELDS.
resolves10.2307/256350
EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS.
resolves10.1016/s0361-3682(96)00035-9
Quality strategy, strategic control systems, and organizational performance
resolves10.2307/2491304
Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction
resolves10.1016/j.bar.2007.10.007
The Business Values Scorecard within BAE Systems: The evolution of a performance measurement system
resolves10.1006/mare.2002.0191
Exploring management accounting change: the case of balanced scorecard implementation
resolves10.1287/orsc.11.2.235.12512
A Grounded Model of Organizational Schema Change During Empowerment
resolves10.2308/jmar.2001.13.1.47
Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard
resolves10.1111/j.1533-8525.1989.tb01535.x
Professional Autonomy and Organizational Constraint: The Case of Engineers
resolves10.1016/1053-4822(91)90011-z
A three-component conceptualization of organizational commitment
resolves10.1016/j.mar.2012.05.001
Strategy, political regulation and management control in the public sector: Institutional and critical perspectives
resolves10.1006/mare.1999.0121
The balance on the balanced scorecard a critical analysis of some of its assumptions
resolves10.1016/s0361-3682(02)00097-1
The Balanced Scorecard: what is the score? A rhetorical analysis of the Balanced Scorecard
resolves10.1287/orsc.3.3.398
The Duality of Technology: Rethinking the Concept of Technology in Organizations
resolves10.1287/isre.7.1.63
Improvising Organizational Transformation Over Time: A Situated Change Perspective
resolves10.1287/orsc.6.4.423
Shaping Electronic Communication: The Metastructuring of Technology in the Context of Use
resolves10.1016/s0191-3085(06)27007-2
Code Breaking: How Entrepreneurs Exploit Cultural Logics to Generate Institutional Change
resolves10.1111/1467-6486.00362
‘Control – What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm*
resolves10.1016/j.mar.2003.10.001
A descriptive analysis on the implementation of Balanced Scorecards in German-speaking countries
resolves10.2307/2667108
What Bandwagons Bring: Effects of Popular Management Techniques on Corporate Performance, Reputation, and CEO Pay
resolves10.1016/j.mar.2005.06.003
The interplay of different levers of control: A case study of introducing a new performance measurement system
resolves10.2307/2393924
Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption
The 32 references without a DOI — listed, not checked
no DOI — not checkedOrganizational identity
no DOI — not checkedWhy change programs don't produce change
no DOI — not checkedref14
no DOI — not checkedref17
no DOI — not checkedref19
no DOI — not checkedGrounded theory: Objectivist and constructivist methods
no DOI — not checkedref22
no DOI — not checkedref24
no DOI — not checkedref25
no DOI — not checkedref31
no DOI — not checkedref33
no DOI — not checkedref34
no DOI — not checkedInnovations in performance measurement: trends and research implications
no DOI — not checkedThe balanced scoreboard: Measures that drive performance
no DOI — not checkedref52
no DOI — not checkedref53
no DOI — not checkedref54
no DOI — not checkedref56
no DOI — not checkedPower, action and belief: A new sociology of knowledge?
no DOI — not checkedref61
no DOI — not checkedref62
no DOI — not checkedref66
no DOI — not checkedref68
no DOI — not checkedref70
no DOI — not checkedref74
no DOI — not checkedref87
no DOI — not checkedref90
no DOI — not checkedref95
no DOI — not checkedOrganizational evolution: A metamorphosis model of convergence and reorientation
no DOI — not checkedref99
no DOI — not checkedref101
no DOI — not checkedref105
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