Management Control Theory

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Accounting Control
Accounting Control Systems
Accounting Information Systems
accounting mechanisms
Accounting Review
adaptive management control frameworks
Administrative Science Quarterly
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B01=A.J. Berry
B01=D.T. Otley
B01=J. Broadbent
Budget Motivation
Budget Process
budgetary control
Budgetary Participation
Category1=Non-Fiction
Category=KJ
Con
contingency theory
COP=United Kingdom
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Fed Back
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Language_English
Management Accounting
Management Accounting System
Management Control
Management Control Processes
Management Control Structure
Management Control System
Management Control Theory
organisational behaviour research
Organisational Control
Organisational Control System
organisational control systems
PA=Temporarily unavailable
Price_€50 to €100
PS=Active
Responsibility Center
Scientific Management
softlaunch
Superimposed
systems thinking approaches
Top Management
Vice Versa

Product details

  • ISBN 9781138391734
  • Weight: 970g
  • Dimensions: 170 x 244mm
  • Publication Date: 23 Nov 2020
  • Publisher: Taylor & Francis Ltd
  • Publication City/Country: GB
  • Product Form: Paperback
  • Language: English
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First published in 1998, this volume of readings provides an overview of the development of the study of Management Control theory over the past 35 years. The period encompasses the publication of a major and seminal text by Anthony and Dearden in 1965, which acted as a touchstone in defining the range and scope of management control systems. This laid management control’s foundations in accounting-based mechanisms of control, an element which has been seen as both a strength and a constraint. A good deal of work has followed, providing both a development of the tradition as well as a critique.

In this volume we attempt to provide a range of readings which will illustrate the variety of possibilities that are available to researchers, scholars and practitioners in the area. The readings illustrate the view that sees control as goal directed and integrative. They go on to explore the idea of control as adaption, consider its relationship with social structure and survey the effects of the interplay between the organisation and the environment. The essays included are not intended to lead the reader through a well-ordered argument which concludes with a well reasoned view of how management control should be. Instead it seeks to illustrate the many questions which have been posed but not answered and to open up agendas for future research.

A.J. Berry, J. Broadbent, D.T. Otley