00559nas a2200145   4500008004100000245008700041210006900128260000900197653001500206100001800221700002000239700002000259700001900279856011500298       2021                        eng d00aFaith at Work: Religious Norms as Cultural Control in a Management Control Package0 aFaith at Work Religious Norms as Cultural Control in a Managemen  c202110aAccounting1 aAkroyd, Chris1 aHenderson, Kali1 aO'Grady, Winnie1 aPesch, Heather  u/biblio/faith-work-religious-norms-cultural-control-management-control-package00593nas a2200145   4500008004100000245009300041210006900134260003200203653001500235100001800250700002100268700002000289700001900309856011900328       2019                        eng d00aRole of different levers of control on a family business’s professionalisation journey0 aRole of different levers of control on a family business s profe  aAuckland, New Zealandc201910aAccounting1 aAkroyd, Chris1 aBiswas, Sharlene1 aO'Grady, Winnie1 aMitchell, Kate  u/biblio/role-different-levers-control-family-businesss-professionalisation-journey00546nas a2200169   4500008004100000245007800041210006900119260000900188300001000197490000700207653001500214653001700229100002000246700001800266700001700284856007500301       2017                        eng d00aBeyond Budgeting: Distinguishing Modes of Adaptive Performance Management0 aBeyond Budgeting Distinguishing Modes of Adaptive Performance Ma  c2017  a33-530 v2910aAccounting10aBusiness Law1 aO'Grady, Winnie1 aAkroyd, Chris1 aScott, Inara  uhttp://www.emeraldinsight.com/doi/abs/10.1108/S1474-78712017000002900300548nas a2200145   4500008004100000245007100041210006700112260003100179653001500210653001700225100001800242700002000260700001700280856010500297       2016                        eng d00aAn adaptive management model: A beyond budgeting informed approach0 aadaptive management model A beyond budgeting informed approach  aMelbourne, Australiac201610aAccounting10aBusiness Law1 aAkroyd, Chris1 aO'Grady, Winnie1 aScott, Inara  u/biblio/adaptive-management-model-beyond-budgeting-informed-approach00594nas a2200145   4500008004100000245009200041210006900133260003100202653001500233653001700248100001800265700002000283700001700303856012800320       2016                        eng d00aBeyond budgeting and management change: Responding flexibly to environmental turbulence0 aBeyond budgeting and management change Responding flexibly to en  aMonterey, Californiac201610aAccounting10aBusiness Law1 aAkroyd, Chris1 aO'Grady, Winnie1 aScott, Inara  u/biblio/beyond-budgeting-and-management-change-responding-flexibly-environmental-turbulence02274nas a2200157   4500008004100000245008100041210006900122260000900191300000900200490000700209520174100216653001501957100002001972700001801992856010602010       2016                        eng d00aThe MCS Package in a Non-Budgeting Organisation: A Case Study of Mainfreight0 aMCS Package in a NonBudgeting Organisation A Case Study of Mainf  c2016  a1-250 v133 aPurpose – Budgets are commonly viewed as a central component of management control systems (MCS). The beyond budgeting literature argues that managers can develop other controls to replace budgets. We contribute to this literature by investigating the MCS package of an organisation which has never in its history had a budget. Design/methodology approach – We carry out an ethnomethodology informed case study at Mainfreight, a large multinational logistics company headquartered in New Zealand. Data was collected from interviews with managers and accountants, internal company documents, published corporate histories, a company presentation, the corporate web site and site visits. Findings – We found that Mainfreight’s MCS package was explicitly designed based on cultural and administrative systems which supported the planning, cybernetic, and reward systems managers used to monitor key drivers of short and long term performance with a focus on profitability. Research limitations/implications – The implication of our finding is that a more holistic view of the MCS package is necessary to understand how control is achieved within organisations that have moved beyond budgeting. Practical implications – We show that organisations can operate without budgets and still maintain a high level of control by developing appropriate cultural and administrative control systems that are internally consistent with their planning, cybernetic, and reward systems. Originality/value – The scarcity of organisations that have never had budgets limits opportunities to investigate an MCS package intended to function without budgets. This unique case setting reveals the design of an integrated non-budgeting MCS package.10aAccounting1 aO'Grady, Winnie1 aAkroyd, Chris  u/biblio/mcs-package-non-budgeting-organisation-case-study-mainfreight00368nas a2200121   4500008004100000245002900041210002800070260002800098653001500126100002000141700001800161856006700179       2013                        eng d00aWeeklies In, Budgets Out0 aWeeklies In Budgets Out  aLancing, Michiganc201310aAccounting1 aO'Grady, Winnie1 aAkroyd, Chris  u/biblio/weeklies-budgets-out-0