Formal Measures in Informal Management: Can a Balanced Scorecard Change a Culture?
扩展了传统代理理论，探讨在非正式管理（如适应协调、政治影响、领导力等）中正式衡量指标的作用，并分析让利益相关者自建绩效指标（如平衡计分卡）如何帮助改变组织文化。
We extend traditional agency theory by exploring the roles for formal measures when managerial behavior is not governed by rules, formulas, or contracts. Part I describes relational incentive contracts with informal weights on formal performance measures. More importantly, it also explores how formal measures could be used in models of informal management, such as adaptation and coordination, politics and influence, leadership, and informal authority. Part II considers the benefits from allowing key stakeholders to develop their own, potentially inferior, performance measures. The collaboration to create a “balanced scorecard” of performance measures can help change an organization's culture.