Proceedings

Awasthi, V. (1988). Budgetary Slack and Performance Under Participative Budgeting: An
Experimental Study of the Effects of Monitoring, the Agent's Risk Preference, and the
Quality of the Agent's Pre-decision Information, UMI.
Awio, G. & Northcott, D. (2001). “Decentralization and budgeting: the Uganda health sector
experience”. International Journal of Public Sector Management, 14, 75-88.
Baines, A. & Langfield-Smith, K. (2003). “Antecedents to management accounting change: a
structural equation approach”. Accounting, Organizations and Society, 28, 675-698.
Bertero, E. & Rondi, L. (2000). “Financial pressure and the behaviour of public enterprises
under soft and hard budget constraints: evidence from Italian panel data”. Journal of
Public Economics, 75, 73-98.
Bonner, S. E. & Sprinkle, G. B. (2002). “The effects of monetary incentives on effort and task
performance: theories, evidence, and a framework for research”. Accounting,
Organizations and Society, 27, 303-345.
Broad, M. (2001). Change in management accounting in UK universities during the 1990's.
PhD, University of Bath.
Broadbent, J. (2007). Performance Management System in and of Higher Education
Institutions in England: professionalism, managerialism and management. Available:
http://roehampton.openrepository.com/roehampton/handle/10142/12557 [Accessed
23/10/2008].
Brock, A. (1996). “Budgeting models and university efficiency: A Ghanaian case study”.
Higher Education, 32, 113-127.
Bromwich, M. (1990). “The case for strategic management accounting: The role of
accounting information for strategy in competitive markets* 1”. Accounting,
Organizations and Society, 15, 27-46.
Brownell, P. & Merchant, K. (1990). “The budgetary and performance influences of product
standardization and manufacturing process automation”. Journal of accounting
research, 388-397.
Budding, T. (2008). Decentralization, performance evaluation and government performance.
Burns, W. & Waterhouse, J. 1975. “Budgetary control and organisational structure”. Journal
of accounting research, 13, 177-203.
Byrne, B. M. (2001). Structural equation modeling with Amos: Basic concepts, applications
and programming, London, Lawrence Erlbaum Associates.
Cadez, S. & Guilding, C. (2008). “An exploratory investigation of an integrated contingency
model of strategic management accounting”. Accounting, Organizations and Society,
33, 836-863.
Cavalluzzo, K., Ittner, C. & Larcker, D. (1998). “Competition, efficiency, and cost allocation
in government agencies: Evidence on the Federal Reserve System”. Journal of
accounting research, 1-32.
Chandrasiri, S. (2003). “Financing of university education in Sri Lanka”. Higher Education,
45, 91-108.
Chapman, C. S. (1997). “Reflections on a contingent view of accounting.” Accounting,
Organizations and Society, 22, 189-205.
Chenhall, R. (1986). “Authoritarianism and participative budgeting: a dyadic analysis”.
Accounting Review, 263-272.
Chenhall, R. (1997). “Reliance on manufacturing performance measures, total quality
management and organizational performance”. Management Accounting Research, 8,
187-206.
Chenhall, R. & Langfield Smith, K. (2003). “Performance measurement and reward systems,
trust, and strategic change”. Journal of Management Accounting Research, 15, 117.
Chenhall, R. & Morris, D. (1986). “The impact of structure, environment, and
interdependence on the perceived usefulness of management accounting systems”.
Accounting Review, 16-35.
Chenhall, R. H. (2003). “Management control systems design within its organizational
context: findings from contingency-based research and directions for the future”.
Accounting, Organizations and Society, 28, 127-168.
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