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Management control systems and strategy: A critical review · Study

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ArticleManagement control systems and strategy: A critical review

Kim Langfield‐Smith1997

Article1997

Management control systems and strategy: A critical review

Kim Langfield‐Smith

1,350 citations·0/0 files stored·Accounting Organizations and Society

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Accounting and Organizational Management Information Technology Governance and Strategy Corporate Governance and Management

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References

1992The balanced scorecard : measures that drive performance 1992The balanced scorecard--measures that drive performance.1979A Conceptual Framework for the Design of Organizational Control Mechanisms 1965Planning and Control Systems: A Framework for Analysis 1998Putting the Balanced Scorecard to Work 1985Control: Organizational and Economic Approaches 2017Management control systems 1980The contingency theory of management accounting: Achievement and prognosis

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2009The design and use of performance management systems: An extended framework for analysis 2005Management control systems and strategy: A resource-based perspective 2003Performance implications of strategic performance measurement in financial services firms 2001Assessing empirical research in managerial accounting: a value-based management perspective 2004The effects of the interactive use of management control systems on product innovation 2007

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Details

Year1997

Typearticle

Published1997-02-01

VenueAccounting Organizations and Society

ISSN-L0361-3682

Languageen

Citations1,350

Files0 public / 0

ShelfAccounting and Organizational Management

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doi10.1016/s0361-3682(95)00040-2

openalex_workW2006760876

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An empirical analysis of the levers of control framework

2001Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development

2016The contingency theory of management accounting and control: 1980–2014