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• 2005Assessing the quality of evidence in empirical management accounting research: The case of survey studies391 cited
• 2015Configurations of control: An exploratory analysis250 cited
• 2004Adoption of activity management practices: a note on the extent of adoption and the influence of organizational and cultural factors248 cited
• 2005The relation between cost-system design, managers’ evaluations of the relevance and usefulness of cost data, and financial performance: an empirical study of US hospitals240 cited
• 2004The adoption of total cost of ownership for sourcing decisions––a structural equations analysis232 cited
• 2008Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance226 cited
• 2010Organization structure, competition and performance measurement systems and their joint effects on performance201 cited
• 2006The role of management control systems in planned organizational change: An analysis of two organizations183 cited
• 2006A Review of Activity-Based Costing: Technique, Implementation, and Consequences180 cited
• 2001Assessing Empirical Research in Managerial Accounting: A Value-Based Managaement Perspective169 cited
• 2009For which purposes do managers use Balanced Scorecards?151 cited
• 2004Technological and organizational influences on the adoption of activity‐based costing in Australia150 cited