Page 294 - Performance Leadership

Notes • 283

16. Argyris, C.; Schon, D. (1978), Organizational Learning: A Theory of Action
Perspective, Addison-Wesley, Reading, MA.

17. Tiggelaar, B. (2006), Dromen, Durven, Doen (in Dutch), Spectrum,
Utrecht.

Chapter 3

1. Marr, B. (2006), Strategic Performance Management, Leveraging and
Measuring Your Intangible Value Drivers, Butterworth-Heinemann, Oxford.
2. Robbins, S.R. (1993), Organizational Behavior, Prentice Hall, Englewood
Cliffs.
3. Academics do not agree on the validity of the Hawthorne effect. However,
the Hawthorne principle is taught in every university and business school as
an important principle in the social sciences, and teaches an important
lesson. The Hawthorne effect describes “an experimental effect in the
direction expected but not for the reason expected; i.e., a significant positive
effect that turns out to have no causal basis in the theoretical motivation for
the intervention, but is apparently due to the effect on the participants of
knowing themselves to be studied in connection with the outcomes measured.”
See http://www.psy.gla.ac.uk/~steve/hawth.html#Hawthorne%20overall.
4. Ridgway, V.F. (1956), “Dysfunctional Consequences of Performance
Measurement,” Administative Science Quarterly.
5. Bititci, U., et al. (2004), “The Interplay Between Performance
Measurement, Organizational Culture and Management Styles,”
Performance Measurement and Management: Public and Private,
Performance Measurement Association, Edinburgh.

6. Ridgway, V.F. (1956).
7. Smith, M. (1995, Vol.18 No. 2/3),” On the Unintended Consequences of
Publishing Performance Data in the Public Sector,” International Journal
of Public Administration.; Jackson, A. (2005, Vol.31 No. 1), “Falling from a
Great Height: Principles of Good Practice in Performance Measurement
and the Perils of Top Down Determination of Performance Indicators,”
Local Government Studies; Radnor, Z.J. (2005), “Developing a Typology of
Organisational Gaming,” European Group of Public Administration
(EGPA) Conference, Bern, Switzerland.
8. Waal, A.A. de (2001), Power of Performance Management: How Leading
Companies Create Sustained Value, John Wiley and Sons, New York.
9. Buytendijk, F.A.; Slaghuis-Brinkhuis, J. (2000), Balanced Scorecard: Van
Meten Naar Managen (in Dutch), Wolters-Kluwer, Amsterdam.