Reference health
Enabling control and employee performance
75/75 checkable references clean · checked 2026-08-27
Every reference with a DOI in the deposited reference list resolved to a known work in Crossref or DataCite at the dated check, and none carried a retraction, withdrawal, or removal notice.
17 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.
The 75 checked references that resolve
resolves10.1016/S0361-3682(96)00038-4
Management control systems in research and development organizations: The role of accounting, behavior and personnel controls
resolves10.1506/VJR6-RP75-7GUX-XH0X
Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain*
resolves10.1037/0021-9010.76.5.732
Predicting the performance of measures in a confirmatory factor analysis with a pretest assessment of their substantive validities.
resolves10.1037/a0025739
Impact of high-performance work systems on individual- and branch-level performance: Test of a multilevel model of intermediate linkages.
resolves10.1037/0021-9010.81.2.199
Proactivity during organizational entry: The role of desire for control.
resolves10.2308/bria.2007.19.1.43
Strategic Performance Measurement Systems, Job-Relevant Information, and Managerial Behavioral Responses—Role Stress and Performance
resolves10.5465/amj.2007.24634448
Sorting and Incentive Effects of Pay for Performance: An Experimental Investigation
resolves10.5465/annals.2014.0086
An Aspirational View of Organizational Control Research: Re-invigorating Empirical Work to Better Meet the Challenges of 21
<sup>st</sup>
Century Organizations
resolves10.1177/0275074011402192
Explaining the Difference of Work Attitudes Between Public and Nonprofit Managers
resolves10.1016/0361-3682(88)90001-3
The effect of participative budgeting on job satisfaction and performance: Role ambiguity as an intervening variable
resolves10.1108/AAAJ-02-2013-1237
Enabling management control systems, situated learning and intellectual capital development
resolves10.2308/jmar-50356
A Balancing Act? The Implications of Mixed Strategies for Performance Measurement System Design
resolves10.1080/09638180802652371
The Relationship of Budgetary Participation and Reliance on Accounting Performance Measures with Individual-Level Consequent Variables: A Meta-Analysis
resolves10.1080/09638180.2014.918517
Developing Enabling Performance Measurement Systems: On the Interplay Between Numbers and Operational Knowledge
resolves10.1111/puar.12049
Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model
resolves10.1016/j.mar.2012.04.001
Contemporary performance measurement systems: A review of their consequences and a framework for research
resolves10.1506/car.24.3.9
Supply‐Chain Accounting Practices in the UK Retail Sector: Enabling or Coercing Collaboration?*
resolves10.1287/orsc.2019.1294
Managing Autonomy in Industrial Research and Development: A Project-Level Investigation
resolves10.1080/09585190903509464
High- and low-road strategies for competing on costs and their implications for employment relations: international studies in the airline industry1
resolves10.1111/1911-3846.12357
Exploring the Roles of Vernacular Accounting Systems in the Development of “Enabling” Global Accounting and Control Systems
resolves10.1016/j.mar.2012.01.001
Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study
resolves10.1016/j.aos.2007.02.004
The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance
resolves10.1016/j.mar.2011.10.004
The perceived fairness of performance evaluation: The role of uncertainty
resolves10.1080/00014788.2011.597656
The effects of uncertainty on the roles of controllers and budgets: an exploratory study
resolves10.1002/job.1920
Experimental evidence for the effects of task repetitiveness on mental strain and objective work performance
resolves10.1016/0749-5978(85)90020-2
A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings
resolves10.1016/j.aos.2012.08.002
Enabling control and the problem of incomplete performance indicators
resolves10.1111/j.1744-6570.2005.00672.x
CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT
resolves10.1016/0361-3682(94)00031-P
The impact of reliance on accounting performance measures on job-related tension and managerial performance: Additional evidence
resolves10.1006/mare.1998.0074
The impact of budget emphasis, participation and task difficulty on managerial performance: a cross-cultural study of the financial services sector
resolves10.2308/bria-50333
The Effect of Managers' Enabling Perceptions on Costing System Use, Psychological Empowerment, and Task Performance
resolves10.1186/s41469-019-0062-9
What makes self-managing organizations novel? Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing
resolves10.1037/0021-9010.84.1.123
The effect of the performance appraisal system on trust for management: A field quasi-experiment.
resolves10.1257/jel.44.2.367
Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective
resolves10.1037/0021-9010.91.6.1321
The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work.
resolves10.1016/j.aos.2009.10.005
Creating dynamic tensions through a balanced use of management control systems
resolves10.1016/j.mar.2016.02.001
The contingency theory of management accounting and control: 1980–2014
resolves10.1287/mnsc.25.9.833
A Conceptual Framework for the Design of Organizational Control Mechanisms
resolves10.2308/accr-52266
Interrelation of Controls for Autonomous Motivation: A Field Study of Productivity Gains Through Pressure-Induced Process Innovation
resolves10.1037/0021-9010.88.5.879
Common method biases in behavioral research: A critical review of the literature and recommended remedies.
resolves10.1037/a0022676
Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review.
resolves10.2307/256865
PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.
resolves10.1287/mnsc.1110.1482
Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank
resolves10.2753/MIS0742-1222270203
Systems Development Ambidexterity: Explaining the Complementary and Substitutive Roles of Formal and Informal Controls
resolves10.1111/1911-3846.12639
Fostering Enabling Perceptions of Management Controls during Post‐Acquisition Integration*
resolves10.1007/s00187-021-00316-5
The effect of enabling versus coercive performance measurement systems on procedural fairness and red tape
resolves10.2307/256941
THE ROLE-BASED PERFORMANCE SCALE: VALIDITY ANALYSIS OF A THEORY-BASED MEASURE.
resolves10.2307/256134
Measures of Perrow 's Work Unit Technology: An Empirical Assessment and a New Scale.
resolves10.1111/j.1911-3846.2010.01055.x
Using Prototypes to Induce Experimentation and Knowledge Integration in the Development of Enabling Accounting Information*
resolves10.1016/j.aos.2007.05.002
Developing performance-measurement systems as enabling formalization: A longitudinal field study of a logistics department
resolves10.5465/amj.2010.48037118
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement
The 17 references without a DOI — listed, not checked
no DOI — not checkedref10
no DOI — not checkedUnderstanding HRM-firm performance linkages: The role of the "strength" of the HRM system
no DOI — not checkedand the enabling use of performance measurement systems
no DOI — not checkedPay preferences and job search decisions: A personorganization fit perspective
no DOI — not checkedPerformance measurement systems, hierarchical accountability and enabling control
no DOI — not checkedThe effects of job standard tightness and compensation scheme on performance: An exploration of linkages
no DOI — not checkedHRM, communication, satisfaction, and perceived performance: A cross-level test
no DOI — not checkedManagement control and the decentralization of R&D
no DOI — not checkedItem grouping effects on invariance of attitude items
no DOI — not checkedThe impact of high performance human resource practices on employees' attitudes and behaviors
no DOI — not checkedManagement control systems. Performance measurement, evaluation, and incentives
no DOI — not checkedOrganizational tenure and job performance
no DOI — not checkedThe impact of management controls on public managers' wellbeing
no DOI — not checkedCognitive elements of empowerment: An "interpretive" model of intrinsic task motivation
no DOI — not checkedref82
no DOI — not checkedThe impact of enabling performance measurement on managers' autonomous work motivation and performance
no DOI — not checkedThe self-selection and effort effects of standardbased employment contracts: A framework and some empirical evidence
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