A Critical Analysis About Strategic Management Accounting
Vol 7, Issue 6, 2024
Abstract
Keywords
Full Text:
PDFReferences
1. [1] Granovetter, M. 1995. Coase revisited: Business groups in the modern economy. Industrial and Corporate Change, 1: 93-130
2. [2] Kaplan, R.S. & Norton, D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston MA: Harvard Business School Press.
3. [3] Langfield-Smith, K. (2008). Strategic management accounting: how far have we come in 25 years? Accounting, Auditing & Accountability Journal, 21(2), 204-228.
4. [4] Lord, B. (2007). Strategic management accounting. In Hopper, T., Northcott, D. & Scapens, R. (eds.) Issues in Management Accounting, 3rd ed., Pearson Education. pp.135-153.
5. [5] Nadler, D., & Tushman, M. 1999. The organization of the future: Strategic imperatives and core competencies for the 21st century.
6. Organizational Dynamics, 28(1), 45-60.
7. [6] Nixon, B., & Burns, J. (2012). The paradox of strategic management accounting. Management Accounting Research, 23(4), 229-244.
8. [7] Otley, D. (2003). Management Control and Performance Management: Whence and Whither?. The British Accounting Review. 35. 309-326.
9. [8] Pavlatos, O. & Kostakis, H. (2018). The impact of top management team characteristics and historical financial performance on Strategic Management Accounting. Journal of Accounting & Organizational Change. 14. 455-472.
10. [9] Roslender, R. (1995). Accounting for strategic positioning: responding to the crisis in management accounting. British Journal of Management, 6(1), 45-57.
DOI: https://doi.org/10.18686/ijmss.v7i6.7374
Refbacks
- There are currently no refbacks.
This site is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.