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Cited by

• 1990Dialectic tension, double reflexivity and the everyday accounting researcher: On using qualitative methods165 cited
• 1993STRATEGIC ORIENTATION, STRATEGIC PLANNING SYSTEM CHARACTERISTICS AND PERFORMANCE*131 cited
• 2010The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes101 cited
• 2003Accounting for Managers: Interpreting Accounting Information for Decision-Making99 cited
• 2009An exploratory study of operational reasons to budget96 cited
• 2005\nThe effects of tolerance for ambiguity and uncertainty on the appropriateness of accounting performance measures89 cited
• 2008Antecedents of Budget Participation: Leadership Style, Information Asymmetry, and Evaluative Use of Budget87 cited
• 2005Doing Qualitative Field Research in Management Accounting: Positioning Data to Contribute to Theory84 cited
• 2004Goal characteristics, communication and reward systems, and managerial propensity to create budgetary slack77 cited
• 2015Reconsidering the participative budgeting–performance relation: A meta-analysis regarding the impact of level of analysis, sample selection, measurement, and industry influences73 cited
• 1980Equilibria in Budget Participation69 cited
• 1988Analysis of the organizational characteristics related to tight budget goals*67 cited
• 1996PHYSICIANS AND RESOURCE MANAGEMENT: THE ROLE OF ACCOUNTING AND NON-ACCOUNTING CONTROLS