This study examines management control (MC) combinations that are effective in different
strategic contexts through two related approaches–MC as a package and MC as a system …

This paper discusses several conceptual and empirical issues related to understanding
combinations of management control (MC) practices. First, the paper clarifies the meaning of …

The capacity for survey-based research to advance theoretical knowledge is heavily
dependent on the degree to which the measures used capture the constructs that they are …

In this paper we seek to understand the influence of founders on the design and use of
management control systems (MCS) through a theoretical lens known as imprinting. The …

This paper explores how combinations of management control (MC) elements can create
tensions, and what supervisors can do to manage these tensions. We extend the literature …

This paper expands upon examinations of the flexibility–stability continuum of organizational
culture in the extant literature by identifying how the four culture types of the competing …

Purpose This paper presents paradox theory as a useful theoretical lens for researchers
exploring crises such as coronavirus disease 2019 (COVID-19). The authors argue that …

This field study investigates an empirical setting where the introduction of new formal results
controls—stretch targets for productivity that are seemingly unachievable with current …

Purpose The purpose of this study is to examine the moderating role of the characteristics of
the chief executive officer (CEO) on the association between CEO power and corporate …

We examine whether a firm's strategic priorities influence its selection of a new CEO and
what conditions enable such an appointment to add value to the firm. More specifically, this …