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Readings in Accounting for Management Control |
David Otley and Kenneth Merchant Clive Emmanuel
Springer US
Readings in Accounting for Management Control
The role of budgetary information in performance evaluation
Authors

Michael Briers; Mark Hirst

ARI Id

1664624366736_2471546

Access

Not Available Free

Pages

232-265

DOI

10.1007/978-1-4899-7138-8_12

Chapter URL

https://rd.springer.com/chapter/10.1007/978-1-4899-7138-8_12

Table of Contents of Book
Showing 1 to 20 of 35 entries
Chapters/HeadingsAuthor(s)PagesInfo
Front Matter
i-xiv
Front Matter
1-8
Management control systems: whence and whither?
John L. J. Machin
9-27
Control, organization and accounting
D. T. Otley; A. J. Berry
28-48
Stability, control and choice
G. Vickers
49-62
A conceptual framework for the design of organizational control mechanisms
William G. Ouchi
63-82
The contingency theory of management accounting: achievement and prognosis
David T. Otley
83-106
The organizational context of accounting
Jacob G. Birnberg; Lawrence Turopolec; S. Mark Young
107-131
Control and organizational order
Jerry Dermer
132-148
Designing semi-confusing information systems for organizations in changing environments
Bo Hedberg; Sten Jönsson
149-173
Planning management control systems
Franco Amigoni
174-185
Front Matter
187-190
Budgetary control and business behaviour
Adrian Buckley; Eugene McKenna
191-214
Human relations and budgeting systems
Norman Macintosh
215-231
The role of budgetary information in performance evaluation
Michael Briers; Mark Hirst
232-265
Risk distribution in the budgetary process
David Otley; Anthony Berry
266-283
Measuring manufacturing performance: a new challenge for managerial accounting research
Robert S. Kaplan
284-306
Management accounting and action
Robert J. Swieringa; Karl E. Weick
307-327
Front Matter
329-333
Industrial organization, corporate strategy and structure
Richard E. Caves
335-370
Chapters/HeadingsAuthor(s)PagesInfo
Showing 1 to 20 of 35 entries
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