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Conceptualising Management Accounting Change : An Institutional Framework

Burns, John - 2000

Starting from the position that management accounting systems and practices constitute organisational rules and routines, this paper describes an institutional framework for the conceptualisation of management accounting change. Drawing from (old) institutional economics, the framework explores...

Persistent link: https://www.econbiz.de/10012788796

A structuration theory perspective on the interplay between strategy and accounting : unpacking social continuity and transformation

Englund, Hans; Gerdin, Jonas; Burns, John - In: Critical perspectives on accounting : an international … 73 (2020), pp. 1-15

Persistent link: https://www.econbiz.de/10012421624

Chambers's income-tax guide : the limits of tax liability, how to fill up forms, how to secure abatements, how to obtain repayments

Burns, John - 1917

Persistent link: https://www.econbiz.de/10011814005

Innovation in public services

Burns, John (ed.); Lapsley, Irvine (ed.); Miller, Peter (ed.) - 2017

Persistent link: https://www.econbiz.de/10011797322

The interplay of managerial and non-managerial controls, institutional work, and the coordination of laterally dependent hospital activities

Nyland, Kari; Morland, Charlotte; Burns, John - In: Qualitative research in accounting & management : QRAM 14 (2017) 4, pp. 467-495

Persistent link: https://www.econbiz.de/10011797395

The routinisation of management controls in software

Burns, John; Quinn, Martin - In: Metrika 22 (2011) 1, pp. 5-24

Our paper aims to explore management control as complex and intertwining process over time, rather than the (mainstream) fixation on rational, optimising tools for ensuring business success. We set out to contribute towards our understanding of why and how particular management controls evolve...

Persistent link: https://www.econbiz.de/10010938235