Achieving Managerial Control by Gerald Vinten

By Gerald Vinten

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92-100. De With, E. (1996), “Performance measurement and evaluation in Dutch companies”, paper presented at the 19th Annual Congress of the European Accounting Association, Bergen. Evan, D. and Jonathan, S. (1993), “The world’s best performing companies”, Business Strategy Review, Vol. 4 No. 2, p. 16. com Haversjo, T. (2000), “The financial effects of ISO 9000 registration for Danish companies”, Managerial Auditing Journal, Vol. 15 No. 1, pp. 47-52. , Casadesus, M. M. (2002), “ISO 9000 certification and the bottom line: a comparative study of the profitability of Basque region companies”, Managerial Auditing Journal, Vol.

2000; Govindarajan, 1986; Merchant, 1985; Waller, 1988; Young, 1985). Lukka (1988) suggested that participation provides opportunities for managers to create budgeting slack, whereas low participation restricts such opportunities. Research has found that the relationship between participation and slack is inconsistent. Schiff and Lewin (1970) found that managers use participation as a means of creating slack. However, Merchant (1985) suggested that participation could improve the commitment of managers.

It is time that the exploratory phase of Management accounting practices 505 MAJ 19,4 research in this area was minimised. To this end, detailed case studies on management accounting in practice may have to be undertaken. Case studies, according to Scapens (1988), will enable researchers to: . . describe management accounting systems, explore how those systems are used, attempt to identify best practices and explain the determinants of existing practices (p. 28). 506 Additionally, a rigorous statistical analysis of the results of earlier studies is lacking.

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