Emerging themes in management control: A review of recent literature |
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| Authors: | A.J. Berry A.F. Coad E.P. Harris D.T. Otley C. Stringer |
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| Affiliation: | 1. Manchester Metropolitan University, Manchester, UK;2. University of Birmingham, Birmingham, UK;3. De Montfort University, Leicester, UK;4. Lancaster University, Lancaster, UK;5. University of Otago, Otago, New Zealand;1. Nyenrode Business Universiteit, Breukelen, The Netherlands;2. Clemson University, Clemson, SC, USA;1. University of Technology, Sydney, Australia;2. Aalto University, Finland;1. University of Namur, Faculty of Economics, Social Sciences and Business Administration, Rempart de la Vierge 8, 5000 Namur, Belgium;2. Université catholique de Louvain, Louvain School of Management, Place des Doyens 1, 1348 Louvain-la-Neuve, Belgium;3. IESEG School of Management, Rue de la Digue, 3, 59800 Lille, France |
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| Abstract: | This review starts from the lines of enquiry suggested by Otley et al. [Otley, D.T., Broadbent, J.M., Berry, A.J., 1995. Research in management control: an overview of its development. British Journal of Management 6, S31–S34] and develops these themes in the light of more recently published research. Hence this review is structured around the following emerging themes; Decision making for Strategic Control; Performance Management for Strategic Control; Control Models for Performance Management and Measurement; Management Control and New Forms of Organisation; Control and Risk; Culture and Control; and Practice and Theory.Whilst research has been evident in all of these areas, relatively little attention has been paid to information and communication technologies and its impact upon control system design and capability, nor did we find much literature on control and gender, or on control and sustainability. Further there has been relatively little research on control and risk or upon control and culture. The limitations of overarching frameworks are noted and we conclude that it seems essential to place more emphasis on research which attends to the relationship of control practices and theory which will require more embedded and collaborative research processes. |
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