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The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance

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References

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2005Management control systems and strategy: A resource-based perspective1,192 cited

1986A Methodology for Profiling Consumers' Decision‐Making Styles1,182 cited

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2015The effects of the interactive use of management control systems on process and organizational innovation93 cited
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2016Relationship between the interactive use of control systems and the project performance: The moderating effect of uncertainty and equivocality55 cited
2017Debt pressure and interactive use of control systems: Effects on cost of debt49 cited
2019The contingent nature of complementarity between results and value-based controls for managing company-level profitability: A situational strength perspective46 cited
2018University dean personal characteristics and use of management control systems and performance measures44 cited
2019Coercive, enabling, diagnostic, and interactive control: Untangling the threads of their connections44 cited
2019The emergence of management controls in an entrepreneurial company39 cited
2019The impact of management control systems on organisational change and performance in the public sector38 cited
2018Does gender matter? The association between gender and the use of management control systems and performance measures37 cited
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2022Assessment and Prioritize Risk Factors of Financial Measurement of Management Control System for Production Companies Using a Hybrid Z-SWARA and Z-WASPAS with FMEA Method: A Meta-Analysis35 cited
2017Simons’ Levers of Control Framework: Commensuration within and of the Framework30 cited