D. Otley

Management Information Systems · 2000–2018

A researcher in the Science corpus: 7 papers; trusts 25 researchers and is trusted by 16 researchers here, as inferred from the citation graph.

Subfields

• Management Information Systems — 82 citations into it; #366 of 3,376 by trust here, #511 by citations
• Accounting — 59 citations into it; #2,934 of 8,970 by trust here, #5,358 by citations
• Strategy and Management — 39 citations into it
• Organizational Behavior and Human Resource Management — 21 citations into it; #5,511 of 8,741 by trust here, #4,719 by citations
• Management Science and Operations Research — 15 citations into it
• Public Administration — 12 citations into it
• Safety Research — 8 citations into it
• General Decision Sciences — 5 citations into it

Whom D. Otley trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Paul M. Collier
2. Sally K. Widener
3. Michael C. Jensen
4. Matthew Hall
5. Sophie Tessier
6. Jonas Gerdin
7. Klaus Derfuss
8. Aldónio Ferreira
9. Sarah E. Bonner
10. Christopher D. Ittner

Who trusts D. Otley overall

1. Klaus Derfuss
2. Matthew Hall
3. Sven Modell
4. F. Hartmann
5. Monica Franco-Santos
6. Michael Burkert
7. David Naranjo-Gil
8. David Marginson
9. Sophie Tessier
10. S. Su

Papers from D. Otley's perspective

Ordered by how strongly the researchers D. Otley trusts endorse each paper. Same corpus, a different order for every researcher.

1. Conceptualizing management accounting change: an institutional framework☆
2. Accounting for Flexibility and Efficiency: A Field Study of Management Control Systems in a Restaurant Chain
3. Reliance on accounting performance measures: dead end or new beginning?
4. A Review of the Effects of Financial Incentives on Performance in Laboratory Tasks: Implications for Management Accounting
5. Assessing empirical research in managerial accounting: a value-based management perspective
6. Determinants and Effects of Subjectivity in Incentives
7. The Balanced Scorecard: Judgmental Effects of Common and Unique Performance Measures
8. The Balanced Scorecard: Judgmental Effects of Performance Measures Linked to Strategy
9. The interplay of different levers of control: A case study of introducing a new performance measurement system
10. Management accounting change

Their papers

• Reviewing and Theorizing the Unintended Consequences of Performance Management Systems (2018) — 201 citations
• The contingency theory of management accounting and control: 1980–2014 (2016) — 689 citations
• A Conceptual Development of Simons’ Levers of Control Framework (2012) — 437 citations
• The design and use of performance management systems: An extended framework for analysis (2009) — 1,370 citations
• Practice Developments in Budgeting: An Overview and Research Perspective (2003) — 524 citations
• Budgetary criteria in performance evaluation: a critical appraisal using new evidence (2000) — 191 citations
• Reliance on accounting performance measures: dead end or new beginning? (2000) — 152 citations