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How managerial capabilities of cognitive and behavioural complexity enable dynamic tension between management controls
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How managerial capabilities of cognitive and behavioural complexity enable dynamic tension between management controls (2023)How managerial capabilities of cognitive …Bowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity (2017)Bowing before Dual Gods: How …Paradox Research in Management Science: Looking Back to Move Forward (2016)Paradox Research in Managemen…The qualitative research interview (2011)The qualitative research inte…Management control systems as a package—Opportunities, challenges and research directions (2008)Management control systems as…An empirical analysis of the levers of control framework (2007)An empirical analysis of the …Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams (2005)Managing Strategic Contradict…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…Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain* (2004)Accounting for Flexibility an…Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership (1995)Paradox and Performance: Towa…Using Paradox to Build Management and Organization Theories (1989)Using Paradox to Build Manage…Building Theories from Case Study Research (1989)Building Theories from Case S…Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry (1988)Strategic Decision Processes …Case study research: Design and methods (1986)Case study research: Design a…An Empirical Study of the Role of Accounting Data in Performance Evaluation (1972)An Empirical Study of the Rol…Cognitive complexity-simplicity and predictive behavior. 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References

  • 1989Building Theories from Case Study Research17,437 cited
  • 1986Case study research: Design and methods5,885 cited
  • 2005Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams2,234 cited
  • 2008Management control systems as a package—Opportunities, challenges and research directions1,757 cited
  • 2011The qualitative research interview1,647 cited
  • 1989Using Paradox to Build Management and Organization Theories1,504 cited
  • 1988Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry1,498 cited
  • 2016Paradox Research in Management Science: Looking Back to Move Forward1,378 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
  • 1995Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership922 cited
  • 2007An empirical analysis of the levers of control framework899 cited
  • 1972An Empirical Study of the Role of Accounting Data in Performance Evaluation898 cited
  • 2004Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain*674 cited

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2017
Bowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity
657 cited
  • 1955Cognitive complexity-simplicity and predictive behavior.562 cited
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