The structuration of legitimate performance measures and management: day-to-day contests of accountability in a U.K. restaurant chain

By T. Ahrens, C. Chapman. 2002

213 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management, Tourism, Leisure and Hospitality Management

View Paper: https://www.semanticscholar.org/paper/27cee97434691527f4e1341624e0ccacba847c8f

How researchers see this paper

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

In Sociology and Political Science

1. David Marginson
2. Matthew Hall
3. David Smith
4. Robert H. Chenhall

In Strategy and Management

1. Matthew Hall
2. C. Chapman
3. David Marginson
4. S. Ogden
5. David Smith
6. T. Ahrens
7. Robert H. Chenhall
8. Anastasia A. Katou

Citations in the corpus

• Performance measurement, modes of evaluation and the development of compromising accounts (2013, background): “Other research has emphasized the role of accounting in situations of multiple and potentially conflicting interests, logics and regimes of accountability (e.g., Cooper, Hinings, Greenwood & Brown, 1996; Ahrens & Chapman, 2002; Lounsbury, 2008).”
• "Continuous" budgeting: Reconciling budget flexibility with budgetary control (2010, background): “In this context Ahrens and Chapman (2002, 2004, 2006), have re-examined how budgetary information may actually be used by managers.”
• Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain (2004, background): “Their different approaches to restaurant management notwithstanding (see Ahrens and Chapman 2002 for a detailed discussion), restaurant managers used simple management control tools that enhanced the internal transparency of the business for wait staff.”