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Determinants of Choice of Management Control System in Cameroonian SMEs: A Contingency Approach
16 references·0 citing·35 second hop
Determinants of Choice of Management Control System in Cameroonian SMEs: A Contingency Approach (2017)Determinants of Choice of Management Cont…Management control systems design within its organizational context: findings from contingency-based research and directions for the future (2003)Management control systems de…Management control systems and their effects on strategy formation at middle‐management levels: evidence from a U.K. organization (2002)Management control systems an…A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research (2002)A Hierarchical Taxonomy of Le…Antecedents of participative budgeting (1998)Antecedents of participative …Management control systems and strategy: A critical review (1997)Management control systems an…The Management of Innovation (1994)The Management of InnovationLevers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…STRATEGY, CONTROL SYSTEMS, AND RESOURCE SHARING: EFFECTS ON BUSINESS-UNIT PERFORMANCE. (1990)STRATEGY, CONTROL SYSTEMS, AN…Management accounting systems, perceived environmental uncertainty and organization structure: An empirical investigation (1984)Management accounting systems…Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)Organizational Structure, Env…Organizational Analysis: A Sociological View (1970)Organizational Analysis: A So…Organizations in Action: Social Science Bases of Administrative Theory. (1968)Organizations in Action: Soci…Organizations in Action: Social Science Bases of Administrative Theory (1967)Organizations in Action: Soci…Organization and environment (1967)Organization and environmentIndustrial Organization: Theory and Practice. (1967)Industrial Organization: Theo…Industrial Organization: Theory and Practice (1966)Industrial Organization: Theo…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)Performance implications of strategic performance measurement in financial services firms (2003)Management control systems and strategy: A resource-based perspective (2005)Markets, Bureaucracies, and Clans (1980)Corporate capital expenditure decisions and the market value of the firm (1985)Management control systems as a package—Opportunities, challenges and research directions (2008)The social psychology of organizing (1969)Organizational Strategy, Structure, and Process (1978)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Comparative fit indexes in structural models. (1990)Alternative Ways of Assessing Model Fit (1992)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Organizational Culture and Climate (2003)TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY (2011)Effective Leadership Behavior: What We Know and What Questions Need More Attention (2012)The Principles of Scientific Management. (1912)The Modern Corporation and Private Property (1933)The Sociology of Georg Simmel (1950)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Performance management: a framework for management control systems research (1999)Toward a political conception of corporate responsibility: Business and society seen from a habermasian perspective (2007)The design and use of performance management systems: An extended framework for analysis (2009)The interdisciplinary study of coordination (1994)Making knowledge the basis of a dynamic theory of the firm (1996)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Organizational Information Requirements, Media Richness and Structural Design (1986)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-1935 (1983)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Organizational Ambidexterity: Past, Present, and Future (2013)
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References

  • 1994The Management of Innovation7,343 cited
  • 1967Organization and environment5,206 cited
  • 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice4,786 cited
  • 1968Organizations in Action: Social Science Bases of Administrative Theory.4,133 cited
  • 2003Management control systems design within its organizational context: findings from contingency-based research and directions for the future3,233 cited
  • 1966Industrial Organization: Theory and Practice2,031 cited
  • 1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal2,004 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 1967Industrial Organization: Theory and Practice.967 cited
  • 2002A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research964 cited
  • 1970Organizational Analysis: A Sociological View894 cited
  • 1984Management accounting systems, perceived environmental uncertainty and organization structure: An empirical investigation797 cited
  • 1990STRATEGY, CONTROL SYSTEMS, AND RESOURCE SHARING: EFFECTS ON BUSINESS-UNIT PERFORMANCE.655 cited
  • 1998Antecedents of participative budgeting540 cited
  • 1967

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Organizations in Action: Social Science Bases of Administrative Theory
502 cited
  • 2002Management control systems and their effects on strategy formation at middle‐management levels: evidence from a U.K. organization447 cited
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