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Cited by

• 2020Why Financial Executives Do Bad Things: The Effects of the Slippery Slope and Tone at the Top on Misreporting Behavior41 cited
• 2018Exploring management accountants’ role conflicts and ambiguities and how they cope with them40 cited
• 2018Understanding the recruitment and selection processes of management accountants30 cited
• 2018Accountants’ proactivity in intra-organisational networks: a strong structuration perspective27 cited
• 2024Controllership effectiveness and digitalization: Shedding light on the importance of business analytics capabilities and the business partner role26 cited
• 2016Challenges Faced by Management Accountants in the 21st Century26 cited
• 2020PERFIS DOS CONTROLLERS: AUTONOMIA E ENVOLVIMENTO DOS PROFISSIONAIS DE CONTROLADORIA23 cited
• 2019Educating management accountants as business partners22 cited
• 2019The role of the controller in strategic capital investment projects: bridging the gap of multiple topoi21 cited
• 2010Professional accounting media: accountants handing over control to the system19 cited
• 2016The (un)desirability of hybrid managers as ‘controlled’ professionals: comparative cases of tax and healthcare professionals: Table 1.18 cited
• 2019Management Accounting in the Digital Economy17 cited
• 2015“Modes of mediation” for conceptualizing how different roles for accountants are made present