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The purpose of this study is to examine the impact of knowledge management dimensions (i.e. knowledge acquisition, knowledge dissemination and knowledge responsiveness) on green innovation. The study also seeks to determine whether these relationships are mediated by the environmental awareness in small and medium enterprises (SMEs) in the UAE.

Data were obtained from a sample of 194 SMEs (two informants from each firm that consist of 388 top managers) in Abu Dhabi, UAE. In this cross-sectional study, convenience random sampling was used. The positivism approach was adopted using a hypothetical statistical induction method. Validated measurement scales were used to measure the study constructs adopted from previous studies. Data were analysed using a quantitative approach with Smart partial least squares structural equation modelling (PLS-SEM) 3.0.

The results of the study indicated a positive and significant association between knowledge acquisition, knowledge dissemination and knowledge responsiveness with green innovation. Moreover, the data analysis confirmed that environmental awareness mediates the relationship between knowledge dissemination and green innovation. However, no mediation role of environmental awareness in the relationship between knowledge acquisition and knowledge responsiveness with green innovation was found.

Knowing how to manage knowledge effectively is considered to be one of the most important aspects of green innovations. Nonetheless, there was a dearth of literature highlighting the relevance of knowledge management for long-term organisational success. The results of this study present practical implications for SME professionals. Green innovation with the support of environmental awareness may help a firm understand and implement the importance of knowledge management into their administrative operations. They can subsequently become eco-innovative ecologically, economically and socially.

This is one of the very few studies that examine the effect of knowledge management dimensions (knowledge acquisition, knowledge dissemination and knowledge responsiveness) on green innovation in UAE SMEs.

In 2001, we gathered a group of researchers in Nice, France to focus discussion on performance measurement and management control. Following the success of that conference, we held subsequent conferences in 2003, 2005, 2007, and 2009. This volume contains some of the exemplary papers that were presented at the most recent conference. The conference has grown in number of participants, quality of presentations, and reputation and this year attracted leading researchers in the field from North America, South America, Europe, Asia, Australia, and Africa.

This book collects representative papers from the sixth conference on Performance Measurement and Management Control held in Nice, in September 2011. The conference has been running every two years since 2001 with increasing participation each edition. The number of participants as well as the quality of the papers highlight the relevance of this topic in the evolving world of organizational management.

Purpose – The purpose of this chapter is to present a state of the art of performance measurement and management control systems based on the papers presented in the 6th Conference on Performance Measurement and Management Control in Nice, France, 2011. The chapter is structured around two main topics: performance measurement and control systems.

Methodology/approach – The chapter is based on a thorough review of all the papers presented at the conference. Each paper was classified according to the topic it dealt with and the methodology used in the paper.

Findings – We structure the papers around the following topics: cost measurement and management, mapping the landscape, financial measures, nonfinancial performance frameworks, performance measurement design, sector-specific measures, and marketing measures within performance measurement. The topics identified in management control systems are compensation, management control systems' design, motivational aspects, strategy, risk management and enterprise software, governance, nonprofit organizations, and innovation.

Research limitations/implications – The chapter provides a comprehensive review of these topics. The review is limited to the selection bias implicit in the papers submitted to the conference. However, with almost 200 papers, the conference includes a large set of papers and topics. The analysis indicates that the field is dynamic with close connections to practice and promising research lines.

Practical implications (if applicable) – This state-of-the-art review reveals relevant research findings for companies and organizations. It also indicates that the research community is tackling important issues to society and the evolution of research promises to offer interesting alternatives to tackle these problems.

Social implications – Performance measurement and management control systems are important topics for management. Recent work is extending the implications of these fields beyond companies to include nonprofit organizations and public sector departments. Advances will definitely shape the way societies are designed.

Originality/value of chapter – The chapter provides a review of the field based on the contributions at the conference. As such it portrays the state of the field and gives researchers as well as practitioners a quick way to update their knowledge of the topics that are dominating the field.

Purpose – Since the introduction of the concept of the balanced scorecard (BSC) in the early 1990s, researchers and practitioners have been discussing its impact on managerial and organizational performance. However, there are still few empirical results available in favor of the effectiveness of the BSC to justify its high rate of diffusion among companies. The central aim of this paper is to substantiate the claim for more empirical studies on performance implications of BSC use and to derive recommendations how to conduct such research effectively.

Approach – We review existing research on costs and benefits of the BSC in order to pinpoint to the necessity to do more large-scale empirical work on this topic. Moreover, we discuss important methodological challenges researchers are confronted with when analyzing performance consequences of the system.

Findings – Empirical studies have found both, evidence in favor and against the BSC by investigating specific elements constituting the system. However, no large-scale empirical evidence exists so far that unambiguously shows that companies using a fully developed BSC outperform non-users. We argue in the paper that this might be explainable by the holistic nature of the concept and particularly the methodological difficulties associated with analyzing its effects on performance.

Contribution – The paper is supposed to motivate researchers to conduct more large-sale empirical studies in the area and offers recommendations how to effectively design such studies. It emphasizes the opportunities structural equation modeling offers to investigate possible indirect effects and moderating effects stemming from the BSC.

Management accounting and control systems play a relevant role in the creative side of the innovation process. However, the traditional paradigm of this research field focused on optimizing efficiencies in the organization if it runs into problems when confronted with creativity. To progress on our understanding of the role of these systems in creative settings, our assumptions need to be challenged. Studies have to look at new systems and also reinterpret the role of traditional tools such as budgets and incentives. The focus of the researcher will change from the design of the tools themselves to their use and the interaction of these tools with concepts such as inspiration, identity, and social trends. Successful organizations today rely to a larger extent on creativity and innovation to gain competitive advantages and also combine an environment supportive to this new competitive dimension with a relentless focus on execution. They manage this organizational duality of systems to maintain a delicate equilibrium between chaos and routine.