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Management Control for Stimulating Different Types of Creativity: The Role of Budgets
16 references·0 citing·42 second hop
Management Control for Stimulating Different Types of Creativity: The Role of Budgets (2012)Management Control for Stimulating Differ…The design and use of performance management systems: An extended framework for analysis (2009)The design and use of perform…The effects of the interactive use of management control systems on product innovation (2004)The effects of the interactiv…Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain* (2004)Accounting for Flexibility an…WHEN JOB DISSATISFACTION LEADS TO CREATIVITY: ENCOURAGING THE EXPRESSION OF VOICE. (2001)WHEN JOB DISSATISFACTION LEAD…Unpacking Creativity (2001)Unpacking CreativityThe role of budgets in organizations facing strategic change: an exploratory study (1999)The role of budgets in organi…Performance management: a framework for management control systems research (1999)Performance management: a fra…A Resource-Based View of Product Development (1999)A Resource-Based View of Prod…Management control systems and strategy: A critical review (1997)Management control systems an…Toward a Theory of Organizational Creativity (1993)Toward a Theory of Organizati…Strategic orientation and top management attention to control systems (1991)Strategic orientation and top…A Theory of Goal Setting and Task Performance (1991)A Theory of Goal Setting and …The role of management control systems in creating competitive advantage: New perspectives (1990)The role of management contro…Central Problems in the Management of Innovation (1986)Central Problems in the Manag…Case study research: Design and methods (1986)Case study research: Design a…Case Study Research: Design and Methods (1984)Case Study Research: Design a…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)Organizational Citizenship Behavior: The Good Soldier Syndrome. (1988)DETERMINANTS OF INNOVATIVE BEHAVIOR: A PATH MODEL OF INDIVIDUAL INNOVATION IN THE WORKPLACE. (1994)The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here? (2004)Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010)Innovation and Creativity in Organizations (2014)Relevance Lost: The Rise and Fall of Management Accounting (1987)Assessing empirical research in managerial accounting: a value-based management perspective (2001)Planning and Control Systems: A Framework for Analysis (1965)Grammatical Man: Information, Entropy, Language and Life (1982)How new top managers use control systems as levers of strategic renewal (1994)Judgment under Uncertainty: Heuristics and Biases (1975)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Core capabilities and core rigidities: A paradox in managing new product development (1992)The magical number seven, plus or minus two: Some limits on our capacity for processing information. (1994)KNOWLEDGE TRANSFER IN INTRAORGANIZATIONAL NETWORKS: EFFECTS OF NETWORK POSITION AND ABSORPTIVE CAPACITY ON BUSINESS UNIT INNOVATION AND PERFORMANCE. (2001)Diffusion of Innovations 1 (2019)The Nature of the Firm (1937)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Culture's Consequences: International Differences in Work-Related Values. (1983)A conceptual development of Simons’ Levers of Control framework (2012)Management control as a system or a package? Conceptual and empirical issues (2013)The contingency theory of management accounting and control: 1980–2014 (2016)The Case Study Crisis: Some Answers (1981)MEANINGS OF PLACE: EVERYDAY EXPERIENCE AND THEORETICAL CONCEPTUALIZATIONS (2001)What Is a Case Study and What Is It Good for? (2004)Critical realism in case study research (2009)Handbook of Industrial and Organizational Psychology. (1977)Research in Organizational Behavior (1984)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION. (1995)ASSESSING THE WORK ENVIRONMENT FOR CREATIVITY. (1996)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)Social Cognitive Theory: An Agentic Perspective (2001)The Power of Feedback (2007)
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References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 1986Case study research: Design and methods5,885 cited
  • 1991A Theory of Goal Setting and Task Performance4,840 cited
  • 1993Toward a Theory of Organizational Creativity4,397 cited
  • 1986Central Problems in the Management of Innovation3,748 cited
  • 2001WHEN JOB DISSATISFACTION LEADS TO CREATIVITY: ENCOURAGING THE EXPRESSION OF VOICE.2,790 cited
  • 1999Performance management: a framework for management control systems research2,028 cited
  • 2009The design and use of performance management systems: An extended framework for analysis1,413 cited
  • 1997Management control systems and strategy: A critical review1,350 cited
  • 1990The role of management control systems in creating competitive advantage: New perspectives1,016 cited
  • 2004The effects of the interactive use of management control systems on product innovation973 cited
  • 1999A Resource-Based View of Product Development767 cited
  • 1991Strategic orientation and top management attention to control systems737 cited
  • 1999The role of budgets in organizations facing strategic change: an exploratory study706 cited
  • 2004Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain*

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674 cited
  • 2001Unpacking Creativity427 cited
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