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Budgeting as practice and knowing in action: experimenting with Bourdieu's theory of practice: an empirical evidence from a public university
16 references·0 citing·48 second hopsampled
Budgeting as practice and knowing in action: experimenting with Bourdieu's theory of practice: an empirical evidence from a public university (2021)Budgeting as practice and knowing in acti…Theorizing Practice and Practicing Theory (2011)Theorizing Practice and Pract…Bourdieu and organizational analysis (2008)Bourdieu and organizational a…Strategizing: The challenges of a practice perspective (2007)Strategizing: The challenges …Institutional rationality and practice variation: New directions in the institutional analysis of practice (2007)Institutional rationality and…Developing performance-measurement systems as enabling formalization: A longitudinal field study of a logistics department (2007)Developing performance-measur…An empirical analysis of the levers of control framework (2007)An empirical analysis of the …On Organizations as they Happen (2006)On Organizations as they Happ…Management accounting as practice (2006)Management accounting as prac…Completing the Practice Turn in Strategy Research (2006)Completing the Practice Turn …Agency and Institutions: The Enabling Role of Individuals’ Social Position (2006)Agency and Institutions: The …The Sociology of Bourdieu and the Construction of the ‘Object’ in Translation and Interpreting Studies (2005)The Sociology of Bourdieu and…Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain* (2004)Accounting for Flexibility an…Thinking with Bourdieu against Bourdieu: A ‘Practical’ Critique of the Habitus (2000)Thinking with Bourdieu agains…The role of budgets in organizations facing strategic change: an exploratory study (1999)The role of budgets in organi…Strategy as practice (1996)Strategy as practiceHow new top managers use control systems as levers of strategic renewal (1994)How new top managers use cont…Outline of a Theory of Practice (1977)Economic Action and Social Structure: The Problem of Embeddedness (1985)Social Capital in the Creation of Human Capital (1988)Institutional work and the paradox of embedded agency (2009)Toward a General Theory of Strategic Action Fields (2011)Relational ethnography (2014)The Nature of Managerial Work (1974)The Logic of Practice (1990)Framing Contests: Strategy Making Under Uncertainty (2008)2 How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship (2009)Strategy-as-Practice: Taking Social Practices Seriously (2012)Reflective Practitioner (2014)The roles of accounting in organizations and society (1980)The archeology of accounting systems (1987)The Roles of Accounting in Organizations and Society (2005)An exploratory investigation of an integrated contingency model of strategic management accounting (2008)Eco-control: The influence of management control systems on environmental and economic performance (2009)The Strength of Weak Ties (1973)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Managing the Rivalry of Competing Institutional Logics (2009)Imprinting: Toward a Multilevel Theory (2013)Situated Learning: Legitimate Peripheral Participation. (1994)Institutional Work: Refocusing Institutional Studies of Organization (2010)The organizational dynamics of Enterprise Risk Management (2010)Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice (2014)Communities of practice learning, meaning, and identity (1999)10 Sociomateriality: Challenging the Separation of Technology, Work and Organization (2008)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Planning and Control Systems: A Framework for Analysis (1965)An Evolutionary Theory of Economic Change. (1983)The role of management control systems in creating competitive advantage: New perspectives (1990)Management control systems and strategy: A critical review (1997)An Organizational Learning Framework: From Intuition to Institution (1999)Corporate Entrepreneurship and the Pursuit of Competitive Advantage (1999)Communities of Practice (1998)Organizational Learning: From Experience to Knowledge (2011)Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)What are dynamic capabilities and are they a useful construct in strategic management? (2009)Understanding digital transformation: A review and a research agenda (2019)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Alternative Ways of Assessing Model Fit (1992)Principles and Practice of Structural Equation Modeling (1998)Configuring management control systems: Theorizing the integration of strategy and sustainability (2012)Management control as a system or a package? Conceptual and empirical issues (2013)The Use of Management Control Systems to Formulate and Implement CSR Strategy: A Levers of Control Perspective (2013)
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References

  • 2006Completing the Practice Turn in Strategy Research1,970 cited
  • 2011Theorizing Practice and Practicing Theory1,753 cited
  • 2007Strategizing: The challenges of a practice perspective1,381 cited
  • 1996Strategy as practice1,099 cited
  • 1994How new top managers use control systems as levers of strategic renewal1,068 cited
  • 2006Agency and Institutions: The Enabling Role of Individuals’ Social Position964 cited
  • 2008Bourdieu and organizational analysis947 cited
  • 2007An empirical analysis of the levers of control framework899 cited
  • 2007Institutional rationality and practice variation: New directions in the institutional analysis of practice835 cited
  • 1999The role of budgets in organizations facing strategic change: an exploratory study706 cited
  • 2006On Organizations as they Happen692 cited
  • 2004Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain*674 cited
  • 2006Management accounting as practice633 cited
  • 2000Thinking with Bourdieu against Bourdieu: A ‘Practical’ Critique of the Habitus586 cited
  • 2007Developing performance-measurement systems as enabling formalization: A longitudinal field study of a logistics department

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394 cited
  • 2005The Sociology of Bourdieu and the Construction of the ‘Object’ in Translation and Interpreting Studies363 cited
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