Proceedings

Cooper, R. (1995). When lean enterprises collide: competing through confrontation, Harvard
Business Press.
Cravens, K. & Guilding, C. (2001). “An empirical study of the application of Strategic
Management Accounting Techniques”. Advances in Management Accounting, 10,
95-124.
Cuganesan, S. & Donovan, J. (2011). “Investigating the links between management control
approaches and performance measurement systems”. Advances in Management
Accounting 19, 173-204.
Davila, T. & Wouters, M. (2005). “Managing budget emphasis through the explicit design of
conditional budgetary slack”. Accounting, Organizations and Society, 30, 587-608.
Dunk, A. (1993a). “The effect of budget emphasis and information asymmetry on the relation
between budgetary participation and slack”. Accounting Review, 400-410.
Dunk, A. S. (1995). “The joint effect of participative budgeting and managerial interest in
innovation on departmental performance”. Scandinavian Journal of Management, 11,
75-85.
Flamholtz, E. (1983). “Accounting, budgeting and control systems in their organizational
context: theoretical and empirical perspectives”. Accounting, Organizations and Society,
8, 153-169.
Goddard, A. (2005). “Accounting and NPM in UK local government-contributions towards
governance and accountability”. Financial Accountability & Management, 21, 191-218.
Goddard, M., Mannion, R. & Smith, P. 2000. “Enhancing performance in health care: a
theoretical perspective on agency and the role of information”. Health economics, 9,
95-107.
Gomez Mejia, L. R. (1992). “Structure and process of diversification, compensation strategy,
and firm performance”. Strategic Management Journal, 13, 381-397.
Gordon, L. & Narayanan, V. (1984). “Management accounting systems, perceived
environmental uncertainty and organization structure: an empirical investigation”.
Accounting, Organizations and Society, 9, 33-47.
Greenaway, D. & Haynes, M. (2003).” Funding higher education in the UK: the role of fees
and loans”. Economic Journal, 113, 150-166.
Guilding, C. (1999). “Competitor-focused accounting: an exploratory note”. Accounting,
Organizations and Society, 24, 583-595.
Guilding, C. & McManus, L. (2002). ”The incidence, perceived merit and antecedents of
customer accounting: an exploratory note”. Accounting, Organizations and Society, 27,
45-59.
Gul, F., Tsui, J., Fong, S. & Kwok, H. (1995). “Decentralisation as a moderating factor in the
budgetary participation-performance relationship: some Hong Kong evidence”.
Accounting and Business Research, 25, 107-113.
Hirst, M. (1981). “Accounting information and the evaluation of subordinate performance: a
situational approach.” Accounting Review, 771-784.
Hopper, T., Tsamenyi, M., Uddin, S. & Wickramasinghe, D. Year. Management Accounting
in Less Developed Countries: What We Know and Need to Know. In, 2008. Working
paper, Research seminar at Victoria University of Wellington.
Hopwood, A. (1972). “An empirical study of the role of accounting data in performance
evaluation”. Journal of accounting research, 156-182.
Hoque, Z., Mia, L. & Alam, M. (2001). “Market competition, computer-aided manufacturing
and use of multiple performance measures: an empirical study” The British Accounting
Review, 33, 23-45.
Hoyle, R. H. (1995). Structural Equation Modelling, concepts, issues, and applications,
London, SAGE publication.
Imoisili, O. (1989). “The role of budget data in the evaluation of managerial performance”.
Accounting, Organizations and Society, 14, 325-335.
Inkson, J., Pugh, D. & Hickson, D. (1970). “Organization context and structure: An
abbreviated replication”. Administrative Science Quarterly, 15, 318-329.
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