Management control systems and strategy: A resource-based perspective

By Jean-François Henri. 2006

1,192 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3ea5810a945de1a455c516bcfaef3a16a95a0271

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The mediating role of innovation between corporate governance and organizational performance: Moderating role of innovative culture in Pakistan textile sector (2019, background): “The organizational performance consists of 11 items and adapted from (Henri, 2006; Teeratansirikool, Siengthai, Badir, & Charoenngam, 2013).”
The effects of uncertainty on the roles of controllers and budgets: an exploratory study (2011, neutral): “Interactive budget use is characterised by facilitating debate and dialogue on strategic uncertainties and the development of new strategic initiatives (Simons 1995 , Henri 2006 ).”
Accounting and Strategising: A Case Study from New Product Development (2010, background): “The way in which accounting information relates to strategy is a question that has been repeatedly addressed in accounting literature (see Langfield-Smith, 1997; Chapman, 2005; Henri, 2006).”
The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance (2015, methodology): “Henri (2006) describes the interactive use as ‘an organic control system supporting the emergence of communication processes and the mutual adjustment of organisational actors’ (p. 533).”
Exploring the Relationships between Strategy, Innovation, and Management Control Systems: The Roles of Social Networking, Organic Innovative Culture, and Formal Controls (2011, background): “…not suitable for innovative organizations (Burns and Stalker 1961; Mintzberg 1994; Quinn 1980) more recently it has been claimed that formal controls have a role to play within a package of controls that aim to encourage innovation (Chenhall and Morris 1995; Simons 1995; Henri 2006b; Widener 2007).”
Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “From a research point of view, we have some knowledge about why organizations adopt these systems (e.g., Chenhall and Langfield-Smith, 1998; Henri, 2006a; Hoque and James, 2000).”
Supply chain performance measurement systems: A systematic review and research agenda (2017, background): “, 2000, 2003), inappropriate use (Henri, 2006; Micheli and Manzoni, 2010) or a lack of review (Braz et al.”
Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs (2019, methodology): “Finally, organizational performance adapted from two sources, financial performance consists of three items from Henri (2006), and non-financial performance includes eight items adapted from Teeratansirikool, Siengthai, Badir and Charoenngam (2013).”
Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value (2015, neutral): “Its success is dependent upon managers possessing adequate expertise and resources (Ahrens and Chapman, 2004; Henri, 2006; Mouritsen and Larsen, 2005; Wouters and Wilderom, 2008).”
"Continuous" budgeting: Reconciling budget flexibility with budgetary control (2010, background): “…2004; Henri, 3 Although Simons provides indicative descriptions of what each lever may consist of, and how it may be used, neither is specified with any great degree of precision (Ahrens & Chapman, 2004; Bisbe, Bastia-Foguet, & Chenhall, 2007; Bisbe & Otley, 2004; Henri, 2006; Widener, 2007).”
The Role of Manufacturing Practices in Mediating the Impact of Activity-Based Costing on Plant Performance (2008, background): “Indeed, the role of other facilitators and contextual factors, such as implementation of related organizational initiatives, has gained greater importance in this debate (Anderson et al., 2002; Henri, 2006 ).”
An Empirical Analysis of the Levers of Control Framework (2007, neutral): “2 I argue that the interactive use of performance measures inXuences the diagnostic use of performance measures, while Henri (2006) models an independent-variables interaction (Luft”