Creating Dynamic Tensions Through a Balanced Use of Management Control Systems

By Julia Mundy. 2010

498 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/aa519b48ac67cf7a07f277401cefa9a803be155f

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. Monica Franco-Santos
2. D. Otley
3. F. Verbeeten
4. Sophie Tessier
5. Mike Bourne
6. Lorenzo Lucianetti
7. R. Speklé
8. Klaus Derfuss

In Management Science and Operations Research

1. F. Verbeeten
2. Monica Franco-Santos
3. Sophie Tessier
4. Mike Bourne
5. D. Otley
6. Lorenzo Lucianetti
7. R. Speklé

In Organizational Behavior and Human Resource Management

1. D. Otley
2. F. Verbeeten
3. Monica Franco-Santos
4. Sophie Tessier
5. Mike Bourne
6. Lorenzo Lucianetti
7. R. Speklé

Citations in the corpus

• Management Control, Results-Oriented Culture and Public Sector Performance: Empirical Evidence on New Public Management (2015, methodology): “This unfavourable assessment, however, seems to overlook that controls that constrain behaviour may also have positive outcomes in terms of organizational goal achievement (Adler & Borys, 1996; Mundy, 2010).”
• A Conceptual Development of Simons’ Levers of Control Framework (2012, background): “As a result, there have been calls for these levers of control to be investigated in more depth (Collier, 2005; Nixon and Burns, 2005) and more recent papers now include all four levers (Granlund and Taipaleenmäki, 2005; Marginson, 2002; Mundy, 2010; Tuomela, 2005; Widener, 2006).”
• Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, unknown): “These complementarities facilitate the creation of dynamic tensions and unique organizational capabilities (Mundy 2010; Henri 2006).”
• Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “These capabilities can be enhanced or created by the joint use of CPM systems for both diagnostic and interactive purposes (Bisbe and Otley, 2004; Grafton et al., 2010; Henri, 2006a; Marginson, 2002; Mundy, 2010; Tuomela, 2005).”
• Examining a Positive Psychological Role for Performance Measures (2014, unknown): “Following Hopwood‟s (1972; 1974) earlier contribution, recent research has recognised the importance of examining how performance measures are used (Henri, 2006; Mundy, 2010; Van Deeks, 2010; Widener, 2007).”