About this project
In progress 2013 - 2015
Many companies combine financial and non-financial measurements in a Performance Measurement System (PMS) when implementing their business strategies. This project aims to increase our understanding about how, under what conditions and in what contexts differences in design and use of PMS affect organizational effectiveness. In contrast to most research previously accomplished on this topic, a system-oriented view is adopted. PMS- is recognized as a management control sub-system that interacts with other sub-systems in a so called “management control package”.