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Encouraging strategic behaviour while maintaining management control: Multi-functional project teams, budgets, and the negotiation of shared accountabilities in contemporary enterprises
16 references·16 citing·29 second hopsampled
Encouraging strategic behaviour while maintaining management control: Multi-functional project teams, budgets, and the negotiation of shared accountabilities in contemporary enterprises (2005)Encouraging strategic behaviour while mai…The Discovery of Grounded Theory (2017)The Discovery of Grounded The…The Discovery of Grounded Theory (2017)The Discovery of Grounded The…The balance on the balanced scorecard a critical analysis of some of its assumptions (2000)The balance on the balanced s…Performance management: a framework for management control systems research (1999)Performance management: a fra…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Management control systems and strategy: A critical review (1997)Management control systems an…Two Types of Bureaucracy: Enabling and Coercive (1996)Two Types of Bureaucracy: Ena…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry (1988)Strategic Decision Processes …Qualitative Data Analysis: A Sourcebook of New Methods (1986)Qualitative Data Analysis: A …Qualitative data analysis: A sourcebook of new methods (1985)Qualitative data analysis: A …Case Study Research: Design and Methods (1984)Case Study Research: Design a…A Process Model of Internal Corporate Venturing in the Diversified Major Firm (1983)A Process Model of Internal C…Reclaiming Qualitative Methods for Organizational Research: A Preface (1979)Reclaiming Qualitative Method…Control and empowerment as an organising paradox: implications for management control systems (2019)Control and empowerment as an…Beyond the system vs. package dualism in Performance Management Systems design: A loose coupling approach (2019)Beyond the system vs. package…The use of management control and performance measurement systems in SMEs (2018)The use of management control…The use of a single budget or separate budgets for planning and performance evaluation (2018)The use of a single budget or…The purposes, promises and compromises of extinction accounting in the UK public sector (2018)The purposes, promises and co…Management control in multinational companies: a systematic literature review (2018)Management control in multina…Accounts of the future (2018)Accounts of the futureTensions at the intersection of management control and innovation: a literature review (2017)Tensions at the intersection …Enabling characteristics of new budgeting practice and the role of controller (2016)Enabling characteristics of n…Material flow cost accounting and existing management perspectives (2014)Material flow cost accounting…The challenges of integrated performance measurement systems (2013)The challenges of integrated …Middle Managers' Sensemaking and Interorganizational Change Initiation: Translation Spaces and Editing Practices (2013)Middle Managers' Sensemaking …An examination of the relationships among budget emphasis, budget planning models and performance (2013)An examination of the relatio…Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study (2012)Why do employees take more in…Product innovation, budgetary control, and the financial performance of firms (2011)Product innovation, budgetary…Application of the controllability principle and managerial performance: The role of role perceptions (2011)Application of the controllab…Organization and Environment: Managing Differentiation and Integration. 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(1996)Qualitative Quality: Eight “Big-Tent” Criteria for Excellent Qualitative Research (2010)Using the framework method for the analysis of qualitative data in multi-disciplinary health research (2013)
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References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 2017The Discovery of Grounded Theory25,772 cited
  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1986Qualitative Data Analysis: A Sourcebook of New Methods10,315 cited
  • 2017The Discovery of Grounded Theory8,346 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 1985Qualitative data analysis: A sourcebook of new methods2,880 cited
  • 1983A Process Model of Internal Corporate Venturing in the Diversified Major Firm2,217 cited
  • 1996Two Types of Bureaucracy: Enabling and Coercive2,190 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal2,004 cited
  • 1988Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry1,498 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 2000The balance on the balanced scorecard a critical analysis of some of its assumptions

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1,307 cited
  • 1979Reclaiming Qualitative Methods for Organizational Research: A Preface1,275 cited
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    • 2013The challenges of integrated performance measurement systems79 cited
    • 2018Management control in multinational companies: a systematic literature review76 cited
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    • 2017Tensions at the intersection of management control and innovation: a literature review62 cited
    • 2019Beyond the system vs. package dualism in Performance Management Systems design: A loose coupling approach61 cited
    • 2016Enabling characteristics of new budgeting practice and the role of controller57 cited
    • 2018The purposes, promises and compromises of extinction accounting in the UK public sector50 cited
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