[1] J.-F. Henri, “Performance Measurement and Organizational Effectiveness: Bridging the Gap,” Managerial Finance, Vol. 30, No. 6, 2004, pp. 93-123. doi:10.1108/03074350410769137
[2] E. G. Flamholtz, T. K. Das and A. S. Tsui, “Toward an Integrative Framework of Or-ganizational Control,” Accounting, Organizations and Society, Vol. 10, No. 1, 1985, pp. 35-50. doi:10.1016/0361-3682(85)90030-3
[3] F. W. Taylor, “The Principles of Scientific Management,” Harper, New York, 1914.
[4] S. Saari, “Tulosmatriisiohjaus: Ominaisuudet ja K?ytt?: Miten Saada Halutut Asiat Tehdyksi Organisaatiossa,” Mido Oy, Helsinki, 2004.
[5] Z. J. Radnor and D. Barnes, “Historical Analysis of Performance Measurement and Man-agement in Operations Management,” International Journal of Productivity and Performance Management, Vol. 56, No. 5/6, 2007, pp. 384-396. doi:10.1108/17410400710757105
[6] D. J. Fellner and B. Sulzer-Azaroff, “Increasing Industrial Safety Practices and Conditions through Posted Feed- back,” Journal of Safety Research, Vol. 15, No. 1, 1984, pp. 17-21. doi:10.1016/0022-4375(84)90026-4
[7] J. Komaki, K. D. Barwick and L. R. Scott, “A Behavioral Approach to Occupa-tional Safety: Pinpointing and Reinforcing Safety Performance in a Food Manufacturing Plant,” Journal of Applied Psychology, Vol. 63, No. 4, 1978, pp. 434-445. doi:10.1037/0021-9010.63.4.434
[8] B. Sulzer-Azaroff, “Be-havioral Ecology and Accident Prevention,” Journal of Organ-izational Behavior Management, Vol. 2, No. 1, 1978, pp. 11-44. doi:10.1300/J075v02n01_02
[9] J. Sinisammal and A. Reiman, “R??t?l?ity Palautej?rje- stelm? Ty?turvallisuuden Kehitt?misty?kaluna Paperiteo- llisuudessa—Seurantatutkimus Yhdeks?st? Mittaristosta,” Ty?el?m?n Tutkimus—Arbetslivsforskning, Vol. 2, 2010, pp.188-195.
[10] K. L. Saarela, “An Intervention Program Utilizing Small Groups: A Comparative Study,” Journal of Safety Re- search, Vol. 21, No. 4, 1990, pp. 149-156. doi:10.1016/0022-4375(90)90022-4
[11] J. Saari and M. N?s?nen, “The Effect of Positive Feed- back on Industrial Housekeeping and Accidents: A Long Term Study at a Shipyard,” International Journal of Industrial Ergonomics, Vol. 4, No. 3, 1989, pp. 201-211. doi:10.1016/0169-8141(89)90003-6
[12] R. S. Kaplan and D. P. Norton, “The Balanced Scorecard: Translating Strategy into Action,” Harvard Business Re- view Press, Boston, 1996.
[13] J. N. Sorensen, “Safety Culture: A Survey of the State-of- the-Art,” Reliability Engineering & System Safety, Vol. 76, No. 2, 2002, pp. 189-204. doi:10.1016/S0951-8320(02)00005-4
[14] J. L. Riggs, “The Objective Matrix: A Versatile and Proven Method to Achieve Accountability and Motivation through Productivity Measurement,” Proceedings of the 4th World Productivity Congress, Oslo, 13-16 May 1984, 12 p.
[15] S. Tangen, “Performance Measurement: From Philosophy to Practice,” International Journal of Productivity and Performance Management, Vol. 53, No. 8, 2004, pp. 726- 737. doi:10.1108/17410400410569134
[16] B. H. Maskell, “Performance Measures for World Class Manufacturing: A Model for American Companies,” Productivity Press, Shelton, 1989.
[17] R. S. Kapla and D. P. Norton, “Putting the Balanced Scorecard to Work,” Harvard Business Review, 1993, pp. 134- 147.
[18] B. Marr and G. Schiuma, “Business Performance Measurement—Past, Present and Future,” Management Decision, Vol. 41, No. 8, 2003, pp. 680-687. doi:10.1108/00251740310496198
[19] A. M. Ghalayini, J. S. Noble and T. J. Crowe, “An Integrated Dynamic Performance Measurement System for Improving Manufacturing Competitiveness,” International Journal of Production Economics, Vol. 48, No. 3, 1997, pp. 207-225. doi:10.1016/S0925-5273(96)00093-X
[20] H. Ahn, “Applying the Balanced Scorecard Concept: An Experience Report,” Long Range Planning, Vol. 34, No. 4, 2001, pp. 441-461. doi:10.1016/S0024-6301(01)00057-7
[21] H. Haapasalo, K. Ingalsuo and T. Lenkkeri, “Linking Strategy into Operational Management: A Survey of BSC Implementation in Finnish Energy Sector,” Benchmarking: An International Journal, Vol. 13 No. 6, 2006, pp. 701-717. doi:10.1108/14635770610709068
[22] A. Neely, J. Mills, K. Platts, H. Richards, M. Grogory, M. Bourne and M. Kennerley, “Performance Measurement System Design: Developing and Testing a Process-Based Approach,” International Journal of Operations & Production Management, Vol. 20, No. 10, 2000, pp. 1119- 1145. doi:10.1108/01443570010343708
[23] H. Rantanen, J. Ukko, J. Tenhunen and M. Rehn, “The Implementation of Performance Measurement System in SMEs,” Proceedings of ICPR-16, Prague, 29 July-3 Au- gust 2001, 17 p.
[24] A. Reiman and S. V?yrynen, “Review of Regional Work- place Development Cases: A Holistic Approach and Pro-posals for Evaluation and Management,” International Journal of Sociotechnology and Knowledge Development, Vol. 3, No. 1, 2011, pp. 55-70. doi:10.4018/jskd.2011010103
[25] J. Wilson, H. Haines and W. Morris, “Participatory Ergonomics,” In: J. R. Wilson and N. Corlet, Eds., Evaluation of Human Work, Taylor & Francis Group, London, 2005, pp. 933-962. doi:10.1201/9781420055948.ch36
[26] J. Ukko, J. Karhu, S. Pekkola, H. Rantanen and J. Ten- hunen, “Suorituskyky Nousuun! Hy?dynn? Henkil?-St?si Osaaminen,” Tykes Raportti 57, Helsinki, 2007.
[27] R. McAdam, “Quality Models in an SME Context: A Cri- tical Perspective Using a Grounded Approach,” Interna- tional Journal of Quality & Reliability Management, Vol. 17, No. 3, 2000, pp. 305-323. doi:10.1108/02656710010306166
[28] R. Kaplan and D. P. Norton, “The Balanced Scorecard— Measures That Drive Performance,” Harvard Business Review, 1992, pp. 71-79.
[29] C. D. Itther, D. F. Larcker and M. W. Meyer, “Subjectivity and the Weighting of Performance Measures: Evidence from a Balanced Scorecard,” The Accounting Review, Vol. 78, No. 3, 2003, pp. 725-758. doi:10.2308/accr.2003.78.3.725
[30] P. Kujansivu, “Opera-tionalising Intellectual Capital Management: Choosing a Suitable Approach,” Measuring Business Excellence, Vol. 12, No. 2, 2008, pp. 25-37. doi:10.1108/13683040810881171
[31] I. Cobbold and G. Lawrie, “The Development of the Balanced Scorecard as a Strategic Management Tool,” Proceedings of the 2002 PMA Conference, Boston, 17-19 July 2002, 9 p.
[32] S. Mooraj, D. Oyon and D. Hostettler, “The Balanced Scorecard: A Necessary Good or an Unnecessary Evil?” European Management Journal, Vol. 17, No. 5, 1999, pp. 481-491. doi:10.1016/S0263-2373(99)00034-1
[33] M. Nagamachi, “Kansei Engineering as a Powerful Consumer-Oriented Technology for Product Development,” Applied Ergonomics, Vol. 33, No. 3, 2002, pp. 289-294. doi:10.1016/S0003-6870(02)00019-4
[34] E. Ramstad, “Innovation Generating Model—Simultaneous Development of Work Organization and Knowledge Infrastructure Experimenting: In the Field of Organizational Development,” Tekes, Helsinki, 2008.
[35] C. Ichniowski, K. Shaw and G. Prennushi, “The Effects of Human Resource Management Practices on Productiv-ity: A Study of Steel Finishing Lines,” American Economic Review, Vol. 87, No. 3, 1997, pp. 291-313.
[36] P. Tynj?l?, “Perspectives into Learning at the Workplace,” Educational Research Review, Vol. 3, No. 2, 2008, pp. 130-154. doi:10.1016/j.edurev.2007.12.001
[37] T. Zwick, “Employee Participation and Productivity,” Labor Economics, Vol. 11, No. 6, 2004, pp. 715-740. doi:10.1016/j.labeco.2004.02.001
[38] J. T. Delaney and M. A. Huselid, “The Impact of Human Resource Management Practices on Perceptions of Organisational Performance,” Academy of Management Journal, Vol. 39, No. 4, 1996, pp. 949-969. doi:10.2307/256718
[39] R. Merton, M. Fiske and P. Kendall, “The Focused Interview: A Manual of Problems and Procedures,” 2nd Edition, Free Press, New York, 1990.
[40] J. Tuomi and A. Saraj?rvi, “Laadullinen Tutkimus ja Sis?ll?nanalyysi,” Tammi, Jyv?skyl, 2009.