The main purpose of this paper is to develop a conceptual framework for
understanding the literature on the consequences of contemporary performance
measurement (CPM) systems and the theories that explain these consequences. The
framework is based on an in-depth review of 76 empirical studies published in
high-quality academic journals in the areas of accounting, operations, and
strategy. The framework classifies the consequences of CPM into three
categories: people's behaviour, organizational capabilities, and performance
consequences. This paper discusses our current knowledge on the impact of CPM,
highlighting inconsistencies and gaps as well as providing direction for future
research
