Management Accounting Research

Papers
(The median citation count of Management Accounting Research is 1. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-08-01 to 2025-08-01.)
ArticleCitations
External complexity and the design of management control systems: a case study88
Can non-audit services from shared auditors in the supply chain mitigate the impact of the bullwhip effect on investment efficiency?48
Identity work of management accountants in a merger: The construction of identity in liminal space34
Asymmetric responses to multidimensional performance evaluation systems: The role of non-pathological narcissism29
Announcement: David Solomons Prize Supported by CIMA25
Editorial Board24
Editorial Board22
Mediating relations between financial and operational concerns when structural interdependencies are significant: The development of pseudo micro-profit centres at Kitanihon17
The influence of organizational structure on value-based management sophistication16
Editorial Board15
The diffusion of management fashions as software in an intermediated market: The case of continuous accounting14
Cost decisions of supplier firms: A study based on the customer-supplier link13
Editorial Board13
Editorial Board13
Announcement: David Solomons Prize Supported by CIMA12
Relative performance information and social comparisons: Exploring managers' cognitive, emotional and dysfunctional behavioral processes12
Editorial Board11
From distrust to trust: Balancing between forcing and fostering management control systems in a hostile cross-border post-acquisition integration9
Decoding effort: Toward a measure – and a better understanding – of effort intensity in accounting research9
Political control and internal governance in state-owned enterprises: Evidence from party-building reform in China9
Announcement: David Solomons Prize Supported by CIMA9
The effects of target difficulty and relative ability on managers’ delegation decisions8
Controllership effectiveness and digitalization: Shedding light on the importance of business analytics capabilities and the business partner role7
Management control for sustainability: Towards integrated systems7
The mobilisation of self-created workplace artifacts for management accountants’ identity work6
Fostering ambidexterity among R&D employees: The dilemma of performance measures and how to overcome it6
Editorial Board6
Showing off or showing impact? The joint signalling effect of reputation and accountability on social entrepreneurs’ crowdfunding success6
Editorial Board5
Using emphasis frames to embed values in the interpretation of multiple performance criteria5
Executive pay restrictions and R&D investment4
Why the type of information observable to peers matters: Peer monitoring and performance measure manipulation4
Out of control? Tracking system technologies and performance measurement4
The effect of mood and information sequence on third party evaluation of escalating capital investment projects4
The impact of enabling performance measurement on managers’ autonomous work motivation and performance3
Editorial Board3
Editorial3
Editorial3
Vertical pay disparity, traditional Chinese culture, and employee productivity3
Editorial Board3
Economic policy uncertainty and cost stickiness2
Shaping innovation portfolios: The effect of interactive and diagnostic control use on organizational politics and agility1
Under which circumstances are enabling control and control extensiveness related to employee performance?1
Small sample field study:The effects of team-based recognition on employee engagement and effort1
The sorting benefits of discretionary adjustment to performance-based pay1
Editorial1
Beyond the decision to ally: Constraints on adapting to emergent control risks1
Integrating the balanced scorecard and enterprise risk management: Exploring the dynamics between management control anchor practices and subsidiary practices1
How senior managers use interactive control to manage strategic uncertainties: An attention-based view1
Editorial Board1
Collective wages and incentive contracts: On the role of envy and worker diversity1
Value-based management control systems and the dynamics of working capital: Empirical evidence1
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