All Stories

  1. A critical evaluation of research into accounting for biodiversity and ecosystems to inform future research pathways
  2. Innovations in performance measurement for servitization models: the state of the art and trends from a literature review
  3. Introduction to the Research Handbook on Accounting and Organizational Change
  4. What happens at the interface of digitalisation and accounting?
  5. Improving organisational capabilities: a cost maturity model for enhanced intra- and inter-organisational performance
  6. The Board Of Statutory Auditors
  7. Communication, disclosure and power games: a figurational approach to understanding CPA Australia's corporate governance scandal
  8. University research by the numbers: Epistemic methods of using digitized performance measures and their implications for research practices
  9. A Research on Digitalization and Performance in Higher Education Between Hybridity and Algorithms
  10. A critical reflection on voluntary corporate non-financial and sustainability reporting and disclosure: lessons learnt from two case studies on integrated reporting
  11. Ambiguity in public sector performance measurement: a systematic literature review
  12. New Public Management between reality and illusion: Analysing the validity of performance-based budgeting
  13. The role of multiple values in developing management accounting practices in hybrid organisations
  14. Management accounting change as a learning process: a longitudinal analysis
  15. Migration and the neoliberal state: accounting ethics in the Italian response to the refugee crisis
  16. Evaluating performance management of COVID-19 reality in three European countries: a pragmatic constructivist study
  17. Un modello di performance management per mitigare il problema dell'ambiguità nell'organizzazione della prevenzione collettiva: il caso della Regione Friuli-Venezia Giulia
  18. Introduction to the special issue “Service business innovation: implications on governance, management accounting and control”
  19. Moving from Social and Sustainability Reporting to Integrated Reporting: Exploring the Potential of Italian Public-Funded Universities’ Reports
  20. Editorial: JMG Symposium on “Evaluation, performance and governance in the digital age”
  21. Actors’ dynamics toward performance-based budgeting: a mix of change and stability?
  22. Academia After Virtue? An Inquiry into the Moral Character(s) of Academics
  23. Editorial
  24. Clinicians and accounting: A systematic review and research directions
  25. Editorial
  26. Servitization of SMEs through Strategic Alliances: a Case Study
  27. Implementing internal environmental management and voluntary environmental disclosure
  28. External Pressures and Internal Dynamics in the Institutionalization of Performance-Based Budgeting: An Endless Process?
  29. Managing costs by business model: issues emerging from the case of E-Car
  30. Editorial
  31. Insights into performance-based budgeting in the public sector: a literature review and a research agenda
  32. Emerging pathways of colonization in healthcare from participative approaches to management accounting
  33. Assessing the validity of accounting for human rights
  34. The making of uniform costing in a war economy: The case of the Uniconti Commission in Fascist Italy
  35. La sostenibilità ambientale in azienda: quale relazione tra disclosure volontaria e gestione interna?
  36. Editoriale. Strumenti di gestione dei costi e misure di performance negli attuali contesti competitivi
  37. Editorials of editorship transition
  38. Challenges to management accounting in the new paradigm of service
  39. Public Organizations Between Old Public Administration, New Public Management and Public Governance: the Case of the Tuscany Region
  40. Editorial. "Management Control" Special Issue: Research perspectives in Performance Management
  41. Il Time-Driven Activity-Based Costing per la gestione dei costi in logica di spending review: riflessioni da un caso di azienda ospedaliera
  42. Exploring the blurred nature of strategic linkages across the BSC
  43. Sustainability accounting in action: Lights and shadows in the Italian context
  44. Time-driven activity-based costing to improve transparency and decision making in healthcare
  45. Accounting and Order
  46. A Comparative Analysis of Human Capital Disclosure in Annual Reports and Sustainability Reports
  47. Change in the relevance of cost information and costing systems: evidence from two Italian surveys
  48. New Business Models and Value Creation: A Service Science Perspective
  49. Models of performance and value measurement in service systems
  50. Introduction
  51. Analyzing intellectual capital information in sustainability reports: some empirical evidence
  52. Guest Editorial Introduction
  53. Nuovi modelli di business e creazione di valore: la Scienza dei Servizi
  54. Introduzione
  55. Strategic management accounting and business strategy: a loose coupling?
  56. Process view and cost management of a new surgery technique in hospital
  57. Measuring primary care services performance: issues and opportunities from a home care pilot experience in the Tuscan health system
  58. AN ANALYSIS OF PUBLISHING PATTERNS IN ACCOUNTING HISTORY RESEARCH IN ITALY, 1990–2004
  59. Fascist Corporative Economy and Accounting in Italy during the Thirties: Exploring the Relations between a Totalitarian Ideology and Business Studies
  60. Accounting History Research in Italy, 1990–2004: An Introduction
  61. Success in management accounting: lessons from the activity‐based costing/management experience
  62. An Italian forerunner of modern cost allocation concepts: Lorenzo De Minico and the logic of the ‘flows of services’
  63. Capacity usage
  64. Methodologies for managing performance measurement
  65. Changes in Costing in Italy
  66. A Comparative Analysis of Human Capital Disclosure in Annual Reports and Sustainability Reports
  67. Intellectual Capital Communication: Evidence from Social and Sustainability Reporting
  68. Do Management Accounting Systems Influence Organizational Change or Vice-Versa? Evidence from a Case of Constructive Research in the Healthcare Sector