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The Design and Use of Management Control Systems: An Extended Framework for Analysis
16 references·16 citing·32 second hopsampled
The Design and Use of Management Control Systems: An Extended Framework for Analysis (2005)The Design and Use of Management Control …Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…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…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…Applications of case study research (1993)Applications of case study re…Evolution and Revolution as Organizations Grow (1989)Evolution and Revolution as O…Relevance Lost: The Rise and Fall of Management Accounting (1987)Relevance Lost: The Rise and …Accounting control systems and business strategy: An empirical analysis (1987)Accounting control systems an…Markets, Bureaucracies, and Clans (1980)Markets, Bureaucracies, and C…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)A Conceptual Framework for th…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…The Relationship Between Organizational Structure and Organizational Control (1977)The Relationship Between Orga…The Context of Organization Structures (1969)The Context of Organization S…A Framework for the Comparative Analysis of Organizations (1967)A Framework for the Comparati…Planning and Control Systems: A Framework for Analysis (1965)Planning and Control Systems:…The role of rolling forecasting in budgetary control systems: reactive and proactive types of planning (2018)The role of rolling forecasti…The role of leaders in generating management innovation (2017)The role of leaders in genera…Relationship between the interactive use of control systems and the project performance: The moderating effect of uncertainty and equivocality (2016)Relationship between the inte…Applying System Dynamics Modelling to Strategic Management: A Literature Review (2016)Applying System Dynamics Mode…Management control system design, ownership, and performance in professional service organisations (2015)Management control system des…The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance (2014)The moderating effect of orga…Designing dynamic performance management systems to foster SME competitiveness according to a sustainable development perspective: empirical evidences from a case-study (2014)Designing dynamic performance…Strategic management accounting and the strategising mindset in an English higher education institutional context (2011)Strategic management accounti…Synthesizing management control frameworks (2010)Synthesizing management contr…Performance management in primary healthcare services: evidence from a field study (2010)Performance management in pri…Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne (2009)Managing Performance at Local…Did Kaplan and Johnson get it right? (2008)Did Kaplan and Johnson get it…Empirical performance management research: observations from AOS and MAR (2007)Empirical performance managem…Accounting performance measurement: a review of its purposes and practices (2007)Accounting performance measur…The expectancy–valence theory revisited: Developing an extended model of managerial motivation (2006)The expectancy–valence theory…Management control in the 21st century (2005)Management control in the 21s…Corporate capital expenditure decisions and the market value of the firm (1985)Management control systems and strategy: A resource-based perspective (2005)Management control systems as a package—Opportunities, challenges and research directions (2008)The design and use of performance management systems: An extended framework for analysis (2009)The Nature of the Firm (1937)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Economics of Organization: The Transaction Cost Approach (1981)Social Capital: Prospects for a New Concept (2002)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Introduction to Case Study (1997)Social Capital: A Missing Link to Disaster Recovery (2004)Using Numbers in Qualitative Research (2010)The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice (1996)Arriving at the high-growth firm (2003)Open innovation in SMEs: Trends, motives and management challenges (2008)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)Organizational Information Requirements, Media Richness and Structural Design (1986)Task-Technology Fit and Individual Performance (1995)Toward a knowledge‐based theory of the firm (1996)Towards a dynamic theory of strategy (1991)Performance measurement system design (1995)The impact of supply chain integration on performance: A contingency and configuration approach (2009)The Effect of a Market Orientation on Business Profitability (1990)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Agency Theory: An Assessment and Review (1989)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Toward a Model of Organizations as Interpretation Systems (1984)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)
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References

  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1993Applications of case study research7,853 cited
  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 1980Markets, Bureaucracies, and Clans4,735 cited
  • 1978Organizational Strategy, Structure, and Process4,527 cited
  • 1979A Conceptual Framework for the Design of Organizational Control Mechanisms3,692 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 1987Relevance Lost: The Rise and Fall of Management Accounting3,169 cited
  • 1967A Framework for the Comparative Analysis of Organizations2,508 cited
  • 1989Evolution and Revolution as Organizations Grow2,422 cited
  • 1965Planning and Control Systems: A Framework for Analysis2,226 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
  • 1977The Relationship Between Organizational Structure and Organizational Control1,125 cited
  • 1969The Context of Organization Structures

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1,107 cited
  • 1987Accounting control systems and business strategy: An empirical analysis987 cited
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    • 2005Management control in the 21st century80 cited
    • 2014Designing dynamic performance management systems to foster SME competitiveness according to a sustainable development perspective: empirical evidences from a case-study70 cited
    • 2008Did Kaplan and Johnson get it right?68 cited
    • 2016Relationship between the interactive use of control systems and the project performance: The moderating effect of uncertainty and equivocality55 cited
    • 2007Empirical performance management research: observations from AOS and MAR46 cited
    • 2015Management control system design, ownership, and performance in professional service organisations46 cited
    • 2018The role of rolling forecasting in budgetary control systems: reactive and proactive types of planning44 cited
    • 2007Accounting performance measurement: a review of its purposes and practices43 cited
    • 2009Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne40 cited
    • 2011Strategic management accounting and the strategising mindset in an English higher education institutional context37 cited
    • 2010Performance management in primary healthcare services: evidence from a field study33 cited
    • 2017The role of leaders in generating management innovation33 cited
    • 2010Synthesizing management control frameworks23 cited