Readings in Accounting for Management Control

Table of Contents

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   Book Overview
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   Chapter 1 Management control systems: whence and whither?
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   Chapter 2 Control, organization and accounting
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   Chapter 3 Stability, control and choice
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   Chapter 4 A conceptual framework for the design of organizational control mechanisms
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   Chapter 5 The contingency theory of management accounting: achievement and prognosis
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   Chapter 6 The organizational context of accounting
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   Chapter 7 Control and organizational order
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   Chapter 8 Designing semi-confusing information systems for organizations in changing environments
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    Chapter 9 Planning management control systems
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    Chapter 10 Budgetary control and business behaviour
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    Chapter 11 Human relations and budgeting systems
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    Chapter 12 The role of budgetary information in performance evaluation
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    Chapter 13 Risk distribution in the budgetary process
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    Chapter 14 Measuring manufacturing performance: a new challenge for managerial accounting research
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    Chapter 15 Management accounting and action
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    Chapter 16 Industrial organization, corporate strategy and structure
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    Chapter 17 The usefulness of residual income
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    Chapter 18 Profit measurement in divisionalized companies
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    Chapter 19 Transfer pricing: a behavioural context
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    Chapter 20 Transfer pricing: a fair and neutral procedure
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    Chapter 21 Towards an organizational theory of the transfer pricing process
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    Chapter 22 Transfer pricing in complex organizations: a review and integration of recent empirical and analytical research
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    Chapter 23 The achievability of budget targets in profit centers: a field study
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    Chapter 24 Sophisticated capital budgeting selection techniques and firm performance
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    Chapter 25 Divisional performance measurement: beyond an exclusive profit test
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    Chapter 26 A contingency framework for the design of accounting information systems
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    Chapter 27 The evolution of management accounting
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    Chapter 28 The role of management control systems in creating competitive advantage: new perspectives
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    Chapter 29 Linking control systems to business unit strategy: impact on performance
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    Chapter 30 The dilemma of implementing controls: the case of managerial accounting