Kim Langfield-Smith
Kim Langfield-Smith
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Management control systems and strategy: a critical review
K Langfield-Smith
Accounting, organizations and society 22 (2), 207-232, 1997
The relationship between strategic priorities, management techniques and management accounting: an empirical investigation using a systems approach
RH Chenhall, K Langfield-Smith
Accounting, organizations and society 23 (3), 243-264, 1998
Antecedents to management accounting change: a structural equation approach
A Baines, K Langfield-Smith
Accounting, organizations and society 28 (7-8), 675-698, 2003
Adoption and benefits of management accounting practices: an Australian study
RH Chenhall, K Langfield-Smith
Management accounting research 9 (1), 1-19, 1998
Management control systems and trust in outsourcing relationships
K Langfield-Smith, D Smith
Management accounting research 14 (3), 281-307, 2003
Multiple perspectives of performance measures
RH Chenhall, K Langfield-Smith
European management journal 25 (4), 266-282, 2007
Exploring the need for a shared cognitive map
K Langfield‐Smith
Journal of management studies 29 (3), 349-368, 1992
Structural equation modeling in management accounting research: critical analysis and opportunities
D Smith, K Langfield-Smith
Journal of accounting Literature 23, 49, 2004
Factors influencing the role of management accounting in the development of performance measures within organizational change programs
R Chenhall, K Langfield-Smith
Management Accounting Research 9 (4), 361-386, 1998
Strategic management accounting: how far have we come in 25 years?
K Langfield‐Smith
Accounting, Auditing & Accountability Journal, 2008
Team mental models: Techniques, methods, and analytic approaches
J Langan-Fox, S Code, K Langfield-Smith
Human factors 42 (2), 242-271, 2000
The effect of service process type, business strategy and life cycle stage on bureaucratic MCS in service organizations
SM Auzair, K Langfield-Smith
Management accounting research 16 (4), 399-421, 2005
Structure, formality and the importance of financial and non-financial information in strategy development and implementation
A Bhimani, K Langfield-Smith
Management accounting research 18 (1), 3-31, 2007
Management accounting: Information for creating and managing value
K Langfield-Smith
McGraw-Hill Higher Education, 2009
A review of quantitative research in management control systems and strategy
K Langfield-Smith
Handbooks of management accounting research 2, 753-783, 2006
The relations between transactional characteristics, trust and risk in the start-up phase of a collaborative alliance
K Langfield-Smith
Management Accounting Research 19 (4), 344-364, 2008
Performance measurement and reward systems, trust, and strategic change
RH Chenhall, K Langfield‐Smith
Journal of management accounting research 15 (1), 117-143, 2003
Measuring differences between cognitive maps
K Langfield-Smith, A Wirth
Journal of the Operational Research Society 43 (12), 1135-1150, 1992
Developing co‐operative buyer–supplier relationships: a case study of Toyota
K Langfield‐Smith, MR Greenwood
Journal of Management Studies 35 (3), 331-353, 1998
Revisiting the vexing question: does superior corporate social performance lead to improved financial performance?
DD Lee, RW Faff, K Langfield-Smith
Australian Journal of Management 34 (1), 21-49, 2009
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