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An Empirical Investigation of Beyond Budgeting Practices
16 references·2 citing·50 second hop
An Empirical Investigation of Beyond Budgeting Practices (2020)An Empirical Investigation of Beyond Budg…Management control as a system or a package? Conceptual and empirical issues (2013)Management control as a syste…Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice (2009)Beyond budgeting or budgeting…On the Design of Hierarchies: Coordination versus Specialization (2005)On the Design of Hierarchies:…Multiple facets of budgeting: an exploratory analysis (2004)Multiple facets of budgeting:…Practice Developments in Budgeting: An Overview and Research Perspective (2003)Practice Developments in Budg…Delegation and Incentive Compensation (2002)Delegation and Incentive Comp…Index Construction with Formative Indicators: An Alternative to Scale Development (2001)Index Construction with Forma…The relationship between two consequences of budgetary controls: budgetary slack creation and managerial short-term orientation (2000)The relationship between two …Is the annual budget really dead? (2000)Is the annual budget really d…Performance management: a framework for management control systems research (1999)Performance management: a fra…Complementarities and fit strategy, structure, and organizational change in manufacturing (1995)Complementarities and fit str…The role of mutual trust in effective downsizing strategies (1994)The role of mutual trust in e…The effects of management accounting systems, perceived environmental uncertainty and decentralization on managerial performance: A test of three-way interaction (1994)The effects of management acc…Complementarity and External Linkages: The Strategies of the Large Firms in Biotechnology (1990)Complementarity and External …The Evolution of Research on Coordination Mechanisms in Multinational Corporations (1989)The Evolution of Research on …Markets, Bureaucracies, and Clans (1980)Markets, Bureaucracies, and C…Coordination in a not-for-profit organisation during the COVID-19 pandemic: organisational sensemaking during planning meetings (2022)Coordination in a not-for-pro…Multiple control mechanisms for employee health and safety integration: effects and complementarity (2020)Multiple control mechanisms f…Relevance Lost: The Rise and Fall of Management Accounting (1987)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. 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References

  • 2001Index Construction with Formative Indicators: An Alternative to Scale Development4,805 cited
  • 1980Markets, Bureaucracies, and Clans4,735 cited
  • 1995Complementarities and fit strategy, structure, and organizational change in manufacturing2,568 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 1990Complementarity and External Linkages: The Strategies of the Large Firms in Biotechnology910 cited
  • 1989The Evolution of Research on Coordination Mechanisms in Multinational Corporations812 cited
  • 2003Practice Developments in Budgeting: An Overview and Research Perspective513 cited
  • 2013Management control as a system or a package? Conceptual and empirical issues489 cited
  • 2009Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice488 cited
  • 2000The relationship between two consequences of budgetary controls: budgetary slack creation and managerial short-term orientation440 cited
  • 2004Multiple facets of budgeting: an exploratory analysis375 cited
  • 1994The effects of management accounting systems, perceived environmental uncertainty and decentralization on managerial performance: A test of three-way interaction343 cited
  • 2002Delegation and Incentive Compensation276 cited
  • 2005On the Design of Hierarchies: Coordination versus Specialization

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259 cited
  • 2000Is the annual budget really dead?193 cited
  • 1994The role of mutual trust in effective downsizing strategies176 cited
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    • 2020Multiple control mechanisms for employee health and safety integration: effects and complementarity26 cited
    • 2022Coordination in a not-for-profit organisation during the COVID-19 pandemic: organisational sensemaking during planning meetings15 cited