Leadership and Control System Design
By Margaret A. Abernethy, Jan Bouwens, Laurence van Lent. 2010
225 citations recorded by the source corpus.
Subfields: Accounting, Management Information Systems
View Paper: https://www.semanticscholar.org/paper/5304ba6062a9443148fd13bd955bde61b0230062
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In Accounting
In Management Information Systems
Citations in the corpus
- Upper echelons theory in management accounting and control research (2014, background): “Two studies each analyzed the influence of managerial characteristics on administrative controls (Abernethy et al. 2010; Hartmann et al. 2010) and on cultural controls (Elbashir et al. 2011; Lee et al. 2013).”
- Effect of transformational-leadership style and management control system on managerial performance (2017, background): “Therefore, our study extends the research of Abernethy et al. (2010) andWidener et al. (2008) by examining the effects of transformational-leadership style on the choices of comprehensive PMS, reward systems and BSA information, as well as transformational-leadership style's effect on managerial…”
- On the use of partial least squares path modeling in accounting research (2011, methodology): “(2011) and Abernethy et al. (2010) consider the issue of power in their study and use the simulation guidelines of Marcoulides and Saunders (2006) to justify their sample size.”
- The moderating effect of organisational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organisational performance (2015, background): “Abernethy et al. (2010) rgues that what differentiates one control from another s not their technical characteristics but the way in which anagement use the controls. Similarly, Langfield-Smith 1997) reports that it is not sufficient to merely investigate he existence of controls without examining h”