Items where Author is "Otley, D T"

Beekes, W A and Otley, D T and Ururuka, V (2010) The use and consequences of performance management and control systems: A study of a professional services firm. Chartered Institute of Management Accountants, Research Executive Summary Series, 6 (10). pp. 1-6. ISSN 1744-702X

Otley, D T (2009) Emerging themes in management control: a review of recent literature. British Accounting Review, 41 (1). pp. 2-20. ISSN 0890-8389

Ururuka, V and Otley, D T and Beekes, W A (2009) Explaining Adverse Behavioural Impact of Performance Management Systems in a Professional Accounting Firm. Working Paper. The Department of Accounting and Finance, Lancaster University.

Brigham, Martin and Kiosse, P and Otley, D T (2009) One Aviva, Twice the Value: Connecting Sustainability at Aviva plc. In: ICAEW Accounting for Sustainability Conference (London) - 2009 :. unknown, N/A.

Otley, D T and Ferreira, A (2009) The design and use of performance management systems: an extended framework for analysis. Management Accounting Research, 20 (4). pp. 263-282. ISSN 1044-5005

Otley, D T (2008) Did Kaplan and Johnson get it right? Accounting, Auditing and Accountability Journal, 21 (2). pp. 229-239. ISSN 0951-3574

Young, S E and Gupta, A and Otley, D T (2008) Does superior firm performance lead to higher quality outside directorships? Accounting, Auditing and Accountability Journal, 21 (7). pp. 907-932. ISSN 0951-3574

Beekes, W A and Otley, D T and Ururuka, V (2007) Balancing act. CIMA Excellence in Leadership Series, Performance Management (4). pp. 28-31.

Otley, D T (2006) Trends in budgetary control and responsibility accounting. In: Contemporary Issues in Management Accounting :. Open University Press, Maidenhead, pp. 291-307. ISBN 0199283362

Merchant, K and Otley, D T (2006) A review of the literature on control and accountability. In: Handbook of Management Accounting Research :. Elsevier, London, New York and Amsterdam, pp. 785-802. ISBN 0-08-045340-6

Otley, D T and Bisbe, J (2004) The effects of interactive use of management control systems on product innovation. Accounting, Organizations and Society, 29 (8). pp. 709-737. ISSN 0361-3682

Otley, D T (2003) Management control and performance management: whence and whither? British Accounting Review, 35 (4). pp. 309-326. ISSN 0890-8389

Hansen, S C and Otley, D T and Van der Stede, W A (2003) Practice developments in budgeting: an overview and research perspective. Journal of Management Accounting Research, 15. pp. 95-116. ISSN 1049-2127

Otley, D T (2002) British research in accounting and finance (1996-2000): the 2001 research assessment exercise. British Accounting Review, 34 (4). pp. 387-417. ISSN 0890-8389

Otley, D T (2002) Measuring performance: the accounting perspective. In: Business Performance Measurement: Theory and Practice :. Cambridge University Press, Cambridge, pp. 3-21. ISBN 0-521-80342-X

Otley, D T (2001) Accounting performance measurement: a review of its purposes and practices. International Journal of Business Performance Management, 3. pp. 245-260. ISSN 1368-4892

Scapens, R and Hopper, T and Otley, D T (2001) British management accounting research: whence and whither? Opinions and recollections. British Accounting Review, 33 (3). pp. 263-291. ISSN 0890-8389

Otley, D T (2001) Extending the boundaries of management accounting research: developing systems for performance management. British Accounting Review, 33 (3). pp. 243-261. ISSN 0890-8389

Pollanen, R and Otley, D T (2000) Budgetary criteria in performance evaluation: a critical appraisal using new evidence. Accounting, Organizations and Society, 25 (4/5). pp. 483-496. ISSN 0361-3682

Fakiolas, A and Otley, D T (2000) Reliance on accounting performance measures: dead end or new beginning? Accounting, Organizations and Society, 25 (4/5). pp. 497-510. ISSN 0361-3682

Otley, D T (1999) Performance management: a framework for management control systems research. Qualitative Research in Accounting and Management, 10 (4). pp. 363-382. ISSN 1176-6093