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Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls
16 references·16 citing·39 second hopsampled
Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls (2011)Exploring the Relationships between Strat…Management control systems as a package—Opportunities, challenges and research directions (2008)Management control systems as…Management control systems and strategy: A resource-based perspective (2005)Management control systems an…Performance implications of strategic performance measurement in financial services firms (2003)Performance implications of s…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…A Partial Least Squares Latent Variable Modeling Approach for Measuring Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic-Mail Emotion/Adoption Study (2003)A Partial Least Squares Laten…Strategic networks (2000)Strategic networksUse of partial least squares (PLS) in strategic management research: a review of four recent studies (1999)Use of partial least squares …The partial least squares approach for structural equation modeling. (1998)The partial least squares app…Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction (1998)Are Nonfinancial Measures Lea…The rise and fall of strategic planning (1995)The rise and fall of strategi…Dyadic Business Relationships within a Business Network Context (1994)Dyadic Business Relationships…Of strategies, deliberate and emergent (1985)Of strategies, deliberate and…Methods of coping with social desirability bias: A review (1985)Methods of coping with social…Competitive Advantage: Creating and Sustaining Superior Performance (1985)Competitive Advantage: Creati…Strategies for change: Logical incrementalism (1981)Strategies for change: Logica…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Evaluating Structural Equatio…Measuring innovation and navigating its unique information issues: A review of the accounting literature on innovation (2024)Measuring innovation and navi…Use of management controls and product innovation in startups: intervention of knowledge sharing and technological turbulence (2022)Use of management controls an…A literature review on the impact of digitalisation on management control (2022)A literature review on the im…Tone from the top in risk management: A complementarity perspective on how control systems influence risk awareness (2020)Tone from the top in risk man…Business strategy – MSMEs' performance relationship: innovation and accounting information system as mediators (2020)Business strategy – MSMEs' pe…Interdependence of management control practices for product innovation: The influence of environmental unpredictability (2019)Interdependence of management…Intellectual capital and performance measurement systems in Iran (2018)Intellectual capital and perf…From the boundaries of management to the management of boundaries (2018)From the boundaries of manage…Sustainability Reporting Driving Forces and Management Control Systems (2016)Sustainability Reporting Driv…The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance (2015)The Relationship Between Info…The impact of participation in strategic planning on managers’ creation of budgetary slack: The mediating role of autonomous motivation and affective organisational commitment (2015)The impact of participation i…The effects of the interactive use of management control systems on process and organizational innovation (2015)The effects of the interactiv…Materializing Strategy: The Role of Comprehensiveness and Management Controls in Strategy Formation in Volatile Environments (2015)Materializing Strategy: The R…Exploring differences in budget characteristics, roles and satisfaction: A configurational approach (2015)Exploring differences in budg…Entrepreneurship and innovation (2015)Entrepreneurship and innovati…Leadership impact on organizational commitment: the mediating role of management control systems choice (2013)Leadership impact on organiza…Significance tests and goodness of fit in the analysis of covariance structures. (1980)Testing Structural Equation Models. (1994)An assessment of the use of partial least squares structural equation modeling in marketing research (2011)Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R (2021)Organizational Strategy, Structure, and Process (1978)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)Contemporary Strategy Analysis (1998)The Concept of Fit in Strategy Research: Towards Verbal and Statistical Correspondence (2018)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)The design and use of performance management systems: An extended framework for analysis (2009)The Presentation of Self in Everyday Life. (1956)The Evolution of Cooperation (1981)Economic Action and Social Structure: The Problem of Embeddedness (1985)An Integrated Model of Buyer-Seller Relationships (1995)Customer satisfaction with services: putting perceived value into the equation (2000)The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership (2009)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology (1989)Structural Equations with Latent Variables (1989)How to Write Up and Report PLS Analyses (2009)Using PLS Path Modeling for Assessing Hierarchical Construct Models: Guidelines and Empirical Illustration1 (2009)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Firm Resources and Sustained Competitive Advantage (1991)THE COMPETITIVE ADVANTAGE OF INTERCONNECTED FIRMS: AN EXTENSION OF THE RESOURCE-BASED VIEW. (2002)Institutional Transitions and Strategic Choices (2003)Industry Platforms and Ecosystem Innovation (2013)User Acceptance of Information Technology: Toward A Unified View1 (2003)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)When to use and how to report the results of PLS-SEM (2018)Strategic flexibility in product competition (1995)The emotional practice of teaching (1998)The power of business models (2005)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)Toward a New Conception of the Environment-Competitiveness Relationship (1995)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)On the Evaluation of Structural Equation Models (1988)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error108,884 cited
  • 1985Competitive Advantage: Creating and Sustaining Superior Performance14,723 cited
  • 1998The partial least squares approach for structural equation modeling.12,728 cited
  • 1999Use of partial least squares (PLS) in strategic management research: a review of four recent studies7,307 cited
  • 2003A Partial Least Squares Latent Variable Modeling Approach for Measuring Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic-Mail Emotion/Adoption Study6,477 cited
  • 1985Of strategies, deliberate and emergent4,634 cited
  • 1995The rise and fall of strategic planning3,302 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 2000Strategic networks2,820 cited
  • 1994Dyadic Business Relationships within a Business Network Context2,371 cited
  • 1985Methods of coping with social desirability bias: A review2,334 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 1998Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction1,609 cited
  • 2005Management control systems and strategy: A resource-based perspective

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

1,192 cited
  • 2003Performance implications of strategic performance measurement in financial services firms1,156 cited
  • 1981Strategies for change: Logical incrementalism1,154 cited
  • Cited by

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    • 2020Business strategy – MSMEs' performance relationship: innovation and accounting information system as mediators151 cited
    • 2015The impact of participation in strategic planning on managers’ creation of budgetary slack: The mediating role of autonomous motivation and affective organisational commitment141 cited
    • 2018Intellectual capital and performance measurement systems in Iran134 cited
    • 2019Interdependence of management control practices for product innovation: The influence of environmental unpredictability123 cited
    • 2015Entrepreneurship and innovation105 cited
    • 2015Exploring differences in budget characteristics, roles and satisfaction: A configurational approach96 cited
    • 2016Sustainability Reporting Driving Forces and Management Control Systems96 cited
    • 2015The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance95 cited
    • 2015The effects of the interactive use of management control systems on process and organizational innovation93 cited
    • 2022A literature review on the impact of digitalisation on management control93 cited
    • 2020Tone from the top in risk management: A complementarity perspective on how control systems influence risk awareness88 cited
    • 2015Materializing Strategy: The Role of Comprehensiveness and Management Controls in Strategy Formation in Volatile Environments85 cited
    • 2018From the boundaries of management to the management of boundaries71 cited
    • 2022Use of management controls and product innovation in startups: intervention of knowledge sharing and technological turbulence63 cited
    • 2013Leadership impact on organizational commitment: the mediating role of management control systems choice63 cited