F
Frank H. Selto
Researcher at University of Colorado Boulder
Publications - 23
Citations - 2346
Frank H. Selto is an academic researcher from University of Colorado Boulder. The author has contributed to research in topics: Performance measurement & Balanced scorecard. The author has an hindex of 16, co-authored 23 publications receiving 2225 citations. Previous affiliations of Frank H. Selto include University of Melbourne.
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Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard
TL;DR: In this paper, the authors report evidence on the effectiveness of the Balanced Scorecard (BSC) as a strategy communication and management control device and provide a model of communication and control applicable to the BSC.
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Choice and Change of Measures in Performance Measurement Models
Frank H. Selto,Mary A. Malina +1 more
TL;DR: In this paper, the authors used management control, resource-based systems-based and contingency-based strategy theories to describe a large U.S. manufacturing company's efforts to improve profitability by designing and using a performance measurement model (PMM).
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Lessons learned: advantages and disadvantages of mixed method research
TL;DR: In this paper, the authors discuss the theoretical assumptions, qualities, problems and myopia of the dominating quantitative and qualitative approaches, and describe the methodological lessons that the authors learned while conducting a series of longitudinal studies on the use and usefulness of a specialized balanced scorecard.
Journal ArticleDOI
Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard
Mary A. Malina,Frank H. Selto +1 more
TL;DR: Evidence on the effectiveness of the Balanced Scorecard (BSC) as a strategy communication and management‐control device is reported and a model of communication and control applicable to the BSC is offered.
Journal ArticleDOI
Assessing the organizational fit of a just-in-time manufacturing system: Testing selection, interaction and systems models of contingency theory☆
TL;DR: Results show that the misfit between worker empowerment required by JIT/TQC practices and existing authoritarian management partially explain relative workgroup performance as do other conflicts within workgroups and between operators and supervisors.