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Journal Articles

Balanced scorecard and controllability at the level of middle managers – the case of unintended breaches

Morten Jakobsen, Rainer Lueg

Journal of Accounting & Organizational Change (2014) 10 (4): 516–539.

https://doi.org/10.1108/JAOC-03-2013-0023

Published: 28 October 2014

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Journal Articles

Functional fixation and the balanced scorecard: Adaption of BSC users’ judgment processes

Joachim Schauß, Bernhard Hirsch, Matthias Sohn

Journal of Accounting & Organizational Change (2014) 10 (4): 540–566.

https://doi.org/10.1108/JAOC-11-2012-0114

Published: 28 October 2014

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Journal Articles

Exploring the blurred nature of strategic linkages across the BSC: The relevance of “loose” causal relationships

Francesca Francioli, Lino Cinquini

Journal of Accounting & Organizational Change (2014) 10 (4): 486–515.

https://doi.org/10.1108/JAOC-02-2013-0016

Published: 28 October 2014

View article titled, Exploring the blurred nature of strategic linkages across the BSC: The relevance of “loose” causal relationships

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Journal Articles

The balanced scorecard’s missing link to compensation: A literature review and an agenda for future research

Oana Alexandra Albertsen, Rainer Lueg

Journal of Accounting & Organizational Change (2014) 10 (4): 431–465.

https://doi.org/10.1108/JAOC-03-2013-0024

Published: 28 October 2014

View article titled, The balanced scorecard’s missing link to compensation: A literature review and an agenda for future research

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Journal Articles

Contemporary issues on the balance scorecard

Hanne Nørreklit, Falconer Mitchell

Journal of Accounting & Organizational Change (2014) 10 (4)

https://doi.org/10.1108/JAOC-04-2014-0026

Published: 28 October 2014

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Journal Articles

The balanced scorecard and the construction of a management control discourse

Will Seal, Linna Ye

Journal of Accounting & Organizational Change (2014) 10 (4): 466–485.

https://doi.org/10.1108/JAOC-10-2012-0098

Published: 28 October 2014

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Journal Articles

The rise of the balanced scorecard! Relevance regained?

Hanne Nørreklit, Lennart Nørreklit, Falconer Mitchell, Trond Bjørnenak

Journal of Accounting & Organizational Change (2012) 8 (4): 490–510.

https://doi.org/10.1108/18325911211273491

Published: 26 October 2012

View article titled, The rise of the balanced scorecard! Relevance regained?

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Journal Articles

A longitudinal study of the adoption of an activity‐based planning system in the Crown Prosecution Service of England and Wales, United Kingdom

Lana Yan Jun Liu, Falconer Mitchell, John Robinson

Journal of Accounting & Organizational Change (2008) 4 (3): 318–342.

https://doi.org/10.1108/18325910810898089

Published: 19 September 2008

View article titled, A longitudinal study of the adoption of an activity‐based planning system in the Crown Prosecution Service of England and Wales, United Kingdom

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Journal Articles

Success in management accounting: lessons from the activity‐based costing/management experience

Lino Cinquini, Falconer Mitchell

Journal of Accounting & Organizational Change (2005) 1 (1): 63–77.

https://doi.org/10.1108/18325910510635290

Published: 01 January 2005

View article titled, Success in management accounting: lessons from the activity‐based costing/management experience

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Balanced scorecard and controllability at the level of middle managers – the case of unintended breaches

Functional fixation and the balanced scorecard: Adaption of BSC users’ judgment processes

Exploring the blurred nature of strategic linkages across the BSC: The relevance of “loose” causal relationships

The balanced scorecard’s missing link to compensation: A literature review and an agenda for future research

Contemporary issues on the balance scorecard

The balanced scorecard and the construction of a management control discourse

The rise of the balanced scorecard! Relevance regained?

A longitudinal study of the adoption of an activity‐based planning system in the Crown Prosecution Service of England and Wales, United Kingdom

Success in management accounting: lessons from the activity‐based costing/management experience

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