Encouraging strategic behaviour while maintaining management control: multi-functional project teams, budgets, and the negotiation of shared accountabilities in contemporary enterprises

By N. Frow, David Marginson, S. Ogden. 2005

143 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0610abdab56a6d1abd54fde505d0277e7ee67017

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. David Naranjo-Gil
2. Michael Burkert
3. F. Hartmann
4. Utz Schäffer
5. Franziska Fischer
6. M. Hiebl
7. V. Maas
8. Robert H. Chenhall

In Management Science and Operations Research

1. David Naranjo-Gil
2. Michael Burkert
3. Utz Schäffer
4. F. Hartmann
5. Robert H. Chenhall
6. Frank Moers

In Strategy and Management

1. David Naranjo-Gil
2. F. Hartmann
3. Michael Burkert

Citations in the corpus

• Management accounting systems, top management team heterogeneity and strategic change (2007, background): “However, our knowledge about the organizational factors and mechanisms that enable strategic change is incomplete and fragmented (e.g., Frow et al., 2005; Henri, 2006; Chenhall & LangfieldSmith, 2003), despite clear evidence across the management literature that organizations systematically differ…”
• Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions (2011, background): “In other cases, they opt against following the controllability principle because they expect managers to bear some risk in performing their job, to proactively respond to uncontrollable factors, and to develop a more entrepreneurial attitude toward their role in the company (Cohen et al., 1992; Dent”