| The role of budgets in organizations facing strategic change: an exploratory study MA Abernethy, P Brownell Accounting, organizations and society 24 (3), 189-204, 1999 | 946 | 1999 |
| A Field Study of Control System “Redesign”: The Impact of Institutional Processes on Strategic Choice* MA Abernethy, WF Chua Contemporary Accounting Research 13 (2), 569-606, 1996 | 693 | 1996 |
| The impact of manufacturing flexibility on management control system design MA Abernethy, AM Lillis Accounting, Organizations and Society 20 (4), 241-258, 1995 | 692 | 1995 |
| Management control systems in research and development organizations: the role of accounting, behavior and personnel controls MA Abernethy, P Brownell Accounting, Organizations and Society 22 (3-4), 233-248, 1997 | 594 | 1997 |
| The consequences of customization on management accounting system design J Bouwens, MA Abernethy Accounting, Organizations and Society 25 (3), 221-241, 2000 | 489 | 2000 |
| The role of professional control in the management of complex organizations MA Abernethy, JU Stoelwinder Accounting, Organizations and Society 20 (1), 1-17, 1995 | 466 | 1995 |
| Determinants of control system design in divisionalized firms MA Abernethy, J Bouwens, L Van Lent The Accounting Review 79 (3), 545-570, 2004 | 355 | 2004 |
| An empirical assessment of the “fit” between strategy and management information system design MA Abernethy, CH Guthrie Accounting & Finance 34 (2), 49-66, 1994 | 309 | 1994 |
| Budget use, task uncertainty, system goal orientation and subunit performance: a test of the ‘fit’hypothesis in not-for-profit hospitals MA Abernethy, JU Stoelwinder Accounting, Organizations and Society 16 (2), 105-120, 1991 | 284 | 1991 |
| Power, organization design and managerial behaviour MA Abernethy, E Vagnoni Accounting, Organizations and Society 29 (3-4), 207-225, 2004 | 274 | 2004 |
| Interdependencies in organization design: a test in hospitals MA Abernethy, AM Lillis Journal of Management Accounting Research 13 (1), 107-129, 2001 | 218 | 2001 |
| Leadership and control system design MA Abernethy, J Bouwens, L Van Lent Management Accounting Research 21 (1), 2-16, 2010 | 201 | 2010 |
| Determinants of accounting innovation implementation MA Abernethy, J Bouwens Abacus 41 (3), 217-240, 2005 | 182 | 2005 |
| A multi-method approach to building causal performance maps from expert knowledge MA Abernethy, M Horne, AM Lillis, MA Malina, FH Selto Management Accounting Research 16 (2), 135-155, 2005 | 170 | 2005 |
| Research in managerial accounting: learning from others' experiences MA Abernethy, W Chua, PF Luckett, FH Selto Accounting & Finance 39 (1), 1-27, 1999 | 168 | 1999 |
| Product diversity and costing system design choice: field study evidence MA Abernethy, AM Lillis, P Brownell, P Carter Management Accounting Research 12 (3), 261-279, 2001 | 153 | 2001 |
| Accounting and control in health care: behavioural, organisational, sociological and critical perspectives MA Abernethy, WF Chua, J Grafton, H Mahama Handbooks of Management Accounting Research 2, 805-829, 2006 | 90 | 2006 |
| The Influence of CEO Power on Compensation Contract Design MA Abernethy, YF Kuang, B Qin The Accounting Review, 2015 | 86 | 2015 |
| Budgeting and the management of role conflict in hospitals SE Comerford, MA Abernethy Behavioral Research in Accounting 11, 93-110, 1999 | 86 | 1999 |
| The role of performance measures in the intertemporal decisions of business unit managers MA Abernethy, J Bouwens, L Van Lent Contemporary Accounting Research 30 (3), 925-961, 2013 | 83 | 2013 |
Simon J. BellProfessor of Marketing, University of Melbourne; Fellow, University of CambridgeDirección de correo verificada de unimelb.edu.au
