References

• 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
• 2009The design and use of performance management systems: An extended framework for analysis1,413 cited
• 2005Management control systems and strategy: A resource-based perspective1,192 cited
• 2004The effects of the interactive use of management control systems on product innovation973 cited
• 2007An empirical analysis of the levers of control framework899 cited
• 1991A resource-based analysis of global competition: The case of the bearings industry866 cited
• 1991Strategic orientation and top management attention to control systems737 cited
• 2013Management control as a system or a package? Conceptual and empirical issues489 cited
• 2009Creating dynamic tensions through a balanced use of management control systems475 cited
• 2005The interplay of different levers of control: A case study of introducing a new performance measurement system440 cited
• 2006Defining management accounting constructs: A methodological note on the risks of conceptual misspecification423 cited
• 2015Management control systems across different modes of innovation: Implications for firm performance347 cited
• 2009Accounting and strategising: A case study from new product development323 cited
• 2015The role of innovation in the evolution of management accounting and its integration into management control