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Cited by

• 2010Doctor in the lead: balancing between two worlds155 cited
• 2004The Control Gap: The Role of Budgets, Accounting Information and (Non‐) Decisions in Hospital Settings133 cited
• 2002The NHS Performance Assessment Framework128 cited
• 2007DRG-based prospective pricing and case-mix accounting—Exploring the mechanisms of successful implementation121 cited
• 2002Institutional perspectives on cost allocations: integration and extension101 cited
• 2016The interplay between ideological control and formal management control systems – A case study of a non-governmental organisation95 cited
• 2001Developing organizational learning in the NHS88 cited
• 2001Implementing management accounting reforms in the public sector: the difficult journey from intentions to effects83 cited
• 2006Accounting and Control in Health Care: Behavioural, Organisational, Sociological and Critical Perspectives80 cited
• 2004Modern Costing Innovations and Legitimation: A Health Care Study80 cited
• 2003The ‘ladder of success’ in healthcare: the UK national reference costing index80 cited
• 2006Institutional Pressures for Adopting New Cost Accounting Systems in Finnish Hospitals: Two Longitudinal Case Studies75 cited
• 2009How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects