Enterprise resource planning systems, management control and the quest for integration
By Niels Dechow, Jan Mouritsen. 2005
458 citations recorded by the source corpus.
Subfields: Management Information Systems
View Paper: https://www.semanticscholar.org/paper/50500a86fbe4a67f72a208ede9b2056e6e5e42b4
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
- Ogan Yigitbasioglu
- Páll Rikhardsson
- M. Vasarhelyi
- A. Riccaboni
- Cristiano Busco
- Alexander Kogan
- Anders Rom
- Carsten Rohde
Citations in the corpus
- Impact of business analytics and enterprise systems on managerial accounting (2017, background): “…transaction-based corporate information into one central database and allow that information to be retrieved from di ff erent organizational divisions (Dechow and Mouritsen, 2005), they can improve the capability of management accountants to ful fi ll the aforementioned roles by providing management…”
- Tracking the numbers: Across accounting and finance, organizations and markets (2009, background): “Dechow and Mouritsen (2005) drew on actor-network theory in their study of the workings of Enterprise Resource Planning systems.”
- Business intelligence & analytics in management accounting research: Status and future focus (2018, background): “Finally, there is the impact management accounting has on organizational behaviour and management's perception of management accounting issues (Dechow and Mouritsen, 2005; Janke et al., 2014; Long, 2012).”
- Management accounting and integrated information systems: A literature review (2007, methodology): “Rather, they are treated symmetrically (Lowe, 2001; Dechow and Mouritsen, 2005).”
- Management Accounting: Issues in interpreting its nature and change (2007, background): “The operating manager rightly evokes ideals which are often mobilized for prompting change: ‘integration’ (see Busco et al., 2006; Dechow and Mouritsen, 2005; Hansen and Mouritsen, 1999), various ‘imperatives’ and slogans (see Quattrone and Hopper, 2001, 2005, 2006), and so forth.”