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Management Control Systems: A review of literature and a theoretical framework for future researches
16 references·0 citing·35 second hop
Management Control Systems: A review of literature and a theoretical framework for future researches (2013)Management Control Systems: A review of l…Management control systems (2017)Management control systemsThe design and use of performance management systems: An extended framework for analysis (2009)The design and use of perform…Qualitative Methods in Business Research (2008)Qualitative Methods in Busine…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…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…Performance Measurement and Control Systems for Implementing Strategy (1999)Performance Measurement and C…Performance management: a framework for management control systems research (1999)Performance management: a fra…Management control systems and strategy: A critical review (1997)Management control systems an…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…The role of management control systems in creating competitive advantage: New perspectives (1990)The role of management contro…Towards a Theory of Cultural Influence on the Development of Accounting Systems Internationally (1988)Towards a Theory of Cultural …Accounting control systems and business strategy: An empirical analysis (1987)Accounting control systems an…Cultural dimensions in management and planning (1984)Cultural dimensions in manage…Motivation, leadership, and organization: Do American theories apply abroad? (1980)Motivation, leadership, and o…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)A Conceptual Framework for th…Culture's Consequences: International Differences in Work-Related Values (1981)Culture's Consequences: International Differences in Work-Related Values. (1983)Motivation and Personality (1997)Internal organisational factors influencing corporate social and ethical reporting (2002)Experiential Knowledge and Cost in the Internationalization Process (2015)The balanced scorecard : measures that drive performance (1992)Organizational culture and leadership (1993)The balanced scorecard: Translating strategy into action (1997)Configuring management control systems: Theorizing the integration of strategy and sustainability (2012)The contingency theory of management accounting and control: 1980–2014 (2016)The Handbook of Social Psychology (1969)Culture, Corporate Governance and Disclosure in Malaysian Corporations (2002)Disclosure Practices, Enforcement of Accounting Standards, and Analysts' Forecast Accuracy: An International Study (2003)Culture's Consequences (2018)Relevance Lost: The Rise and Fall of Management Accounting (1987)The balanced scorecard--measures that drive performance. (1992)Assessing empirical research in managerial accounting: a value-based management perspective (2001)Performance implications of strategic performance measurement in financial services firms (2003)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)The Nature of the Firm (1937)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)A conceptual development of Simons’ Levers of Control framework (2012)Management control as a system or a package? Conceptual and empirical issues (2013)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Agency Theory: An Assessment and Review (1989)AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS. (1995)Toward a knowledge‐based theory of the firm (1996)The Confucius connection: From cultural roots to economic growth (1988)An Integrative Model Of Organizational Trust (1995)Hofstede's model of national cultural differences and their consequences: A triumph of faith - a failure of analysis (2002)Innovation in knowledge-intensive industries: The double-edged sword of coopetition (2013)The role of individual entrepreneurs in the development of competitiveness for a rural tourism destination – A case study (2013)Towards a research agenda for post-disaster and post-crisis recovery strategies for tourist destinations: a narrative review (2014)
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References

  • 1979A Conceptual Framework for the Design of Organizational Control Mechanisms3,692 cited
  • 1980Motivation, leadership, and organization: Do American theories apply abroad?3,336 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 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
  • 1988Towards a Theory of Cultural Influence on the Development of Accounting Systems Internationally1,862 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 1984Cultural dimensions in management and planning1,473 cited
  • 2009The design and use of performance management systems: An extended framework for analysis1,413 cited
  • 2008Qualitative Methods in Business Research1,354 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
  • 2017Management control systems1,142 cited
  • 1999Performance Measurement and Control Systems for Implementing Strategy1,030 cited

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  • 1990The role of management control systems in creating competitive advantage: New perspectives1,016 cited
  • 1987Accounting control systems and business strategy: An empirical analysis987 cited
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