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Top managers’ formal and informal control practices in product innovation processes
16 references·5 citing·50 second hop
Top managers’ formal and informal control practices in product innovation processes (2020)Top managers’ formal and informal control…Theorizing Practice and Practicing Theory (2011)Theorizing Practice and Pract…The design and use of performance management systems: An extended framework for analysis (2009)The design and use of perform…Perspective: The Stage‐Gate® Idea‐to‐Launch Process—Update, What's New, and NexGen Systems* (2008)Perspective: The Stage‐Gate® …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…The effects of the interactive use of management control systems on product innovation (2004)The effects of the interactiv…Control of inter-organizational relationships: evidence on appropriation concerns and coordination requirements (2003)Control of inter-organization…Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Deliberate Learning and the E…Why Some New Products are More Successful than Others (2001)Why Some New Products are Mor…Management control systems and strategy: A critical review (1997)Management control systems an…Two Types of Bureaucracy: Enabling and Coercive (1996)Two Types of Bureaucracy: Ena…PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS (1995)PRODUCT DEVELOPMENT: PAST RES…How new top managers use control systems as levers of strategic renewal (1994)How new top managers use cont…Bridging the Boundary: External Activity and Performance in Organizational Teams (1992)Bridging the Boundary: Extern…Stage-gate systems: A new tool for managing new products (1990)Stage-gate systems: A new too…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)A Conceptual Framework for th…Time and the sequential integration of management controls in open innovation between Unilever and its partners: A procedural perspective (2024)Time and the sequential integ…Exploring the Duality of Formal and Informal Controls in Driving Eco-Innovations (2024)Exploring the Duality of Form…Management control systems and innovation: a case study grounded in institutional theory (2023)Management control systems an…Management controls and modern slavery risks in the building and construction industry: Lessons from an Australian social housing provider (2022)Management controls and moder…Management control systems and the strategic management of innovation (2022)Management control systems an…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)A resource‐based view of the firm (1984)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)The dynamic resource‐based view: capability lifecycles (2003)Understanding dynamic capabilities (2003)The Impact of Corporate Sustainability on Organizational Processes and Performance (2014)Organization and Environment: Managing Differentiation and Integration. 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References

  • 2002Deliberate Learning and the Evolution of Dynamic Capabilities6,953 cited
  • 1995PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS3,777 cited
  • 1979A Conceptual Framework for the Design of Organizational Control Mechanisms3,692 cited
  • 1992Bridging the Boundary: External Activity and Performance in Organizational Teams2,220 cited
  • 1996Two Types of Bureaucracy: Enabling and Coercive2,190 cited
  • 1990Stage-gate systems: A new tool for managing new products1,842 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 2011Theorizing Practice and Practicing Theory1,753 cited
  • 2001Why Some New Products are More Successful than Others1,470 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
  • 2008Perspective: The Stage‐Gate® Idea‐to‐Launch Process—Update, What's New, and NexGen Systems*1,255 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
  • 1994How new top managers use control systems as levers of strategic renewal1,068 cited
  • 2003

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Control of inter-organizational relationships: evidence on appropriation concerns and coordination requirements
1,036 cited
  • 2004The effects of the interactive use of management control systems on product innovation973 cited
  • Cited by

    • 2022Management control systems and the strategic management of innovation39 cited
    • 2022Management controls and modern slavery risks in the building and construction industry: Lessons from an Australian social housing provider36 cited
    • 2023Management control systems and innovation: a case study grounded in institutional theory22 cited
    • 2024Time and the sequential integration of management controls in open innovation between Unilever and its partners: A procedural perspective12 cited
    • 2024Exploring the Duality of Formal and Informal Controls in Driving Eco-Innovations9 cited